What kind of results would this yield? see below
Here are some results from a city the practiced excellence in governance for about five years: Cape Coral, Florida
A previous write up explained by 2007 the return on the invested consulting dollars was 14 times – counting only hard dollar savings.
In July 2009 the city report included this sample of results:
Team reduced the time to obtain a permit for construction 61% from 21 days to 8 days.
54% reduction in time required to hire a firefighter went from 66 days to 30 days.
Lot mowing time was reduced 63% from 52 days to 19 days to mow the grass once and send a notice of violation to the property owner.
The cycle time for first reviews in Site Plan Development initially decreased to 5 days from 28 days. The time currently is 8 days.
18 events in seven City departments resulting in about $2 million in cost savings and/or cost avoidance. The goal in every event is to increase productivity and reduce cost without sacrificing quality and the service to our citizens.”
- Lean Government Coordinator for the City of Cape Coral: Ms. Roop
I save the results in files when I find them, however they change their websites and occasionally the previous links do not work. I cannot find whether Cape Coral continued generating results beyond 2012.
Cities & governments that continue employing lean thinking achieve ongoing consistent results for constituents, improve services while reduce lead times and costs; Calgary is capable of this.
Here’s an example of a results report at the state level – it can be applied at any organization or government level – this is just a better example of results in a wide variety of government services. Unfortunately the link is not working, just going to copy & paste; formatting is off but read through you’ll get the picture
Continuous Improvement Minnesota
2010/2011 Results
Agency
Division/
Unit
Fiscal
Year
Tools
Used
Results Achieved
Department of Administration
Real Estate and Construction Services
2010
Kaizen
event
Improved real estate leasing process time by 67 percent.
Fleet and Surplus Services (FSS)
2010
Kaizen
event
Reduced time to enrol fleet vehicles in M5 be 69 percent.
Department of Agriculture
Dairy and Food
Licensing Division
2011
Kaizen
event
Improved customer service through an 80 percent reduction in the amount of time necessary for reviewing and issuing license documentation to customers.
Lab Services Division
2010
Kaizen
event
Improved operations through a 33 percent reduction in elapsed time and a 25 percent reduction in task time for the “short path” lab results reporting, and a 68 percent reduction in elapsed time and task time for “long path” lab results reporting, with potential staff time-savings of 2.2 FTE per year.
Dairy and Food
Licensing Division
2010
Kaizen
event
Reduced the time for an establishment to get a license by 99.8 percent.
Department of Commerce
Consumer and Industry Services
2010
Kaizen
event
Reduced average time to process an insurance product file by 65 percent.
Department of Corrections
Shakopee Facility
2011
Kaizen
event
Used evidence based practices to prioritize and balance offender work assignments and self-development opportunities while maintaining offender programming schedule.
Information Technology
2011
Kaizen
event
Improved customer service processes with FootPrints service ticket system for internal and external staff.
Willow River/Moose Lake facilities
2011
Kaizen
event
Reduced and leveled out inmake movement to reduce congestion, reduce staffing costs, and improve safety.
Faribault Facility
2011
Kaizen
event
Increased staff productivity, reduced traffic through truck gate, and reduced offender pull-outs and down time.
Stillwater Facility
2011
Kaizen
event
Improved the efficiency of the facility movement schedule resulting in increased facility security, increased offender production hours, and maintained facility programming.
Shakopee Women's Facility
2011
Kaizen
event
Reduced the amount of staff overtime, refined current overtime monitoring process, and identified potential cost reductions in the future.
Red Wing facility
2011
Kaizen
event
Improved business operations by developing a staff schedule that maximizes staff resources, increases programming time and maintains staff safety.
Togo Facility
2011
Kaizen
event
Improved operations by developing a staff schedule that maximizes programming time, coordinates schedule among units and defines core schedule requirements.
Shakopee Facility
2011
Kaizen
event
Improved operations by streamlining intake and transportation processes, resulting in more effective use of staff and other resources.
Shakopee Facility –
Work Release Program
2011
Kaizen
event
Improved operations by streamlining work release processes to maximize the length of eligible offenders’ stay in the program.
Willow River and
Moose Lake Facilities
2011
Kaizen
event
Improved internal operations by completing 100 percent of mandatory staff trainings with the fewest scheduling tasks and by reducing instances requiring excessive communication.
Lino Lakes facility
2011
Kaizen
event
Improved service by ensuring that 100 percent of offender releases occur on the correct date through the creation of a one-cycle work flow that eliminates duplication of effort and ensures the appropriate use of staff resources on priority tasks.
Offender Classification
2011
Kaizen
event
Improved service by refining the process that ensures consistent application of the offender classification system.
Faribault Facility
2011
Kaizen
event
Improved service by increasing the number of mandated offenders enrolled in the literacy program; reduce the number of offenders called out from literacy classes and align literacy program schedule with that of other DOC facilities.
Togo Facility
2010
Kaizen
event
Improved operations by developing a staff schedule that maximizes programming time, coordinates schedule among units and defines core schedule requirements.
St. Cloud Correctional Facility
2010
Kaizen
event
Simplified staffing schedule by reducing the number of officer start times from 17 to eight in order to balance the needs of both the institution and the staff.
Willow River/Moose Lake Correctional Facility
2010
Kaizen
event
Created new staffing and training schedules that more adequately balance training requirements and coverage of officer posts.
Lino Lakes
2010
Kaizen
event
Improved workplace safety.
Department of Employment and Economic Development
Trade Adjustment Assistance
2011
Kaizen
event
Redesigned financial process in preparation for new statewide financial software. Reduced tasks by 41 percent, waits by 55 percent, handoffs by 71 percent, and total process time by 47 percent.
Minneapolis WorkForce Center/Dislocated Worker
2011
Kaizen
event
Reduced time for determining eligibility, standardized forms, client folders and process steps for a 77 percent reduction in process time and 29 percent reduction in task time.
Unemployment
Insurance Division
2011
Kaizen
event
Improved customer service by creating a standard process for applicants to follow; reduced the amount of time applicants need to access specialized employ-ment services.
Unemployment
Insurance Division
2011
Kaizen
event
Improved customer service through a 50 percent reduction in phone inquiry response time.
Unemployment
Insurance Division
2011
Kaizen
event
Improved customer service by reducing the amount of time needed to resolve an extended unemployment coverage request to an average of one day from the previous 14-25 days.
Workforce Centers
2011
Kaizen
event
Improved workflow and customer service by redesigning customer service areas, improving signage and improving the allocation of technical resources.
State Services for the Blind
2011
Kaizen
event
Reduced the elapsed time by 71%, and the task time by 42% to provide an assessment audio technology requirements for clients seeking employment services
Financial Management
2011
2P – Process Preparation
Developed a new process that will allow for the efficient interface between the DEED Workforce 1 work tracking software, and the State’s new financial tracking system, SWIFT
Workforce Development/Trade Adjustment Assistance
2010
Kaizen
event
Developed a standard process for Trade Adjustment Assistance (TAA) requests and will create TAA program policies for consistent and accurate responses. The new process reduces total process time by 53 percent and task time by 70 percent.
Unemployment
Insurance & Workforce Development
2010
Kaizen
event
Established standard process for referrals from Re-employment & Eligibility Assessment (REA) to Re-employment & Eligibility Services (RES).
Minnesota Investment Fund
2010
Kaizen
event
Reduced process time for disbursing community development grants by 93 percent.
Department of Health
Vital Record Unit
2011
Kaizen
event
Standardized birth and death certificate application process, reduce tasks by 40 percent, waits by 79 percent, handoffs by 50 percent, and total process time by 96 percent.
User Support Services
2011
Kaizen
event
Standardized video conference scheduling tools and processes to meet increasing demand, save time and maintain high quality of work for a 22 percent reduction in tasks and 25 percent reduction in handoffs.
Commissioner's Office
2011
Kaizen
event
Created a standardized emergency communication response process to be utilized within the agency and with partner agencies/stakeholders.
Licensing and Certification Division
2011
Kaizen
event
Reduced the elapsed time to schedule and capture nursing home surveys by 34% and save approximately 3 FTEs of staff time.
Commissioner's Office
2010
Kaizen
event
Utilize a standard electronic system to process and track inquiries and empower key staff to make response decisions. The new process will lead to savings in paper, supplies and staff time and be 67 percent faster than the old process.
Licensed Home Care
2010
Kaizen
event
Reduced time for home care license pre and post survey process by 62 percent.
Department of Human Services
Contracts Division
2011
Kaizen
event
Improved business operations by reducing the elapsed time for processing a professional/technical contract by 40 percent and reducing the amount of staff time necessary for processing a contract by 30 percent.
TSS Testing
2011
Kaizen
event
Documented the testing process, eliminated unnecessary duplication and testing, and detected quality issues earlier in the process while mainting high quality standards. Reduced process time by 46 percent and wait time by 50 percent.
Central Imaging Unit
2011
Kaizen
event
Improved business operations and availability of information through a 58 percent reduction in the time required for preparing and imaging health care enrollment documents.
Medical Assistance Program
2011
Kaizen
event
Improved customer service through a 37 percent reduction in the time needed for determining eligibility on requests for medical assistance (MA) payment of long-term care (LTC), from an average of 87 days to 55 days.
Adoptions Record Unit
2011
Kaizen
event
Reduced the elapsed time to process a scanned adoption record file by 30%. Reduced the amount of task time required by 3 FTE per year. Will save thousands of dollars in paper and printing costs.
Human Resources
2010
Kaizen
event
Developed a consistent hiring process for central office, SOS, and MSOP. The new process will reduce the elapsed time of the bidder fill process by 57 percent and no bidder fill process by 40 percent.
Health Care Administration
2010
Kaizen
event
Improved process time for gathering MMIS estimates by 78.5 percent.
Health Care Administration
2010
Kaizen
event
Streamlined the bill analysis and fiscal note processes, created a bill prioritization system, updated forms to match the new process, created standard work and a central repository for all bill analyses and fiscal notes.
Department of Military Affairs
MN Army National Guard
2010
Kaizen
event
Reduced the time it takes to capture vehicle usage and distribute vehicles by 80 percent.
MN Army National Guard
2010
Kaizen
event
Reduced Enlisted Personnel System (EPS) packet process time by 64 percent.
Department of Natural
Resources
Office of Management and Budget
2011
Kaizen
event
Improved internal operations through a 75 percent reduction in the amount of time needed to request and receive legislative authorization, from an average of 12 weeks to an average of three weeks.
Forest Planning Unit
2010
Kaizen
event
Improved business operations and resource management through an 80 percent reduction in the amount of time needed to develop and adopt forest management plans, from an average of three years to eight months.
Department of Public Safety
Driver and Vehicle Services
2011
Kaizen
event
Improved customer service through a 70 percent reduction in processing time for expedited title transfers.
Human Resources
2010
Kaizen
event
Reduced hiring process time by over 50 percent.
Bureau of Criminal Apprehension
2010
Process
redesign
Redesigned process for providing customers with permission and connectivity to BCA services.
Department of Revenue
Return Mail Processing Unit
2011
Kaizen
event
Reduced the amount of re-sent mail by 60 percent, reduce the elapsed time to re-send mail by 75 percent, and reduce costs of re-sending mail estimated at $80,000 per year.
Department of Transportation
2011
Kaizen
event
Standardized training announcement process, created announcement template, developed training calendar for a 57 percent reduction in task time, a 33 percent reduction in wait time, and a 38 percent reduction in total time for the training announcement process.
Office of Civil Rights
2011
Kaizen
event
Improved service through an 80 percent reduction in the amount of time needed to review and clear Disadvantaged Business Enterprise contract applications, from an average of 63 days to an average of 12 days.
Materials Management
2011
Kaizen
event
Improved business operations by standardizing the materials acquisition process and reducing the cycle time from an average of 18 days to 15 days for each contract.
Financial Management
2011
Kaizen
event
Improved business information by ensuring that accurate, clear and consistent financial data is avail-able to agency managers and leaders as quickly as possible.
IT Development
2011
Kaizen
event
Improved service by streamlining the IT development process, reducing lead time by 45 percent and leading to quicker project assessment, improved customer satisfaction and reduced staff time commitment.
Operations Division
2010
Kaizen
event
A 68% reduction in elapsed time for vacancies filled by bid and 69% reduction in elapsed time for vacancies filled competitively. The new process also includes a one-stop shop for vacancy related information and enhancements to the Strategic Staffing Plan.
Platting Process
2010
Kaizen
event
Reduced time spent developing plats by 36 percent. Eliminated handoffs and reduced total wait time by four weeks.
Geometric Design
Support Unit
2010
Kaizen
event
Reduced the time it takes to process design exceptions by 85 percent by establishing response timelines and enhancing training.
EDMS unit
2010
Kaizen
event
Reduced the Electronic Document Management System process time by 56 percent.
Department of Veterans Affairs
Hastings Veterans Home
2011
Kaizen event/
root cause analysis
Developed a more efficient morning routine for meeting patient needs at the Hastings facility.
State Soldiers
Assistance program
2010
Kaizen
event
Improved customer service through a 70 percent reduction in task time and a 58 percent reduction in wait time in the process for reviewing and approving financial benefits for qualified veterans seeking assistance.
Minneapolis Veterans Homes
2010
Kaizen
event
Created standard of work for resident mealtimes and staff break times to make process more resident centered with an emphasis on teamwork and enhanced communication.
Minneapolis Veterans Homes
2010
Kaizen
event
Created a streamlined admissions process that is easier, faster and more understandable for families, residents and staff.
Hastings Veterans
Homes
2010
Kaizen
event
Created a more efficient referral and lab process.
Minnesota State Colleges and Universities
Office of the Chancellor
2011
Kaizen
event
Reduced the process time for filling vacancies needing classification by 54% and vacancies not needing classification by 62%.
Metropolitan State University
Student Admissions
2011
Kaizen
event
Reduced the elapsed time to evaluate transfer credits and determine eligibility for admissions by 75 percent.
Registrar's office
2010
Kaizen
event
Improved class scheduling process time by 61 percent.
Pollution Control Agency
Communications Unit
2011
Kaizen
event
Developed a streamlined, standard process for making updates to the PCA website.
Surface Waters
2010
Kaizen
event
Redesigned the water quality assessment process.
http://www.lean.state.mn.us/LEAN_pages/results.html
