Lean Six Sigma Techniques Tools and Methodology in

Lean Six Sigma Techniques, Tools and Methodology in a Government Office Environment Linda Butts, Deputy Director for Driver and Vehicle Services, North Dakota Department of Transportation

Doing More with Less Downsizing, closing offices, reductions in workforce; new normal for many states. ND doing more with less because our economy is growing with fixed resources. North Dakota has seen an increase of 12. 9% in vehicle Registrations since 2002, now going up exponentially.

Our Solution In 2010, North Dakota Motor Vehicle Division began utilizing Lean Six Sigma tools to aid in process improvements. It was not a complete implementation throughout the organization but utilization of principles and methods in several projects. Starting with: An outside Consulting Group And then hired A Certified Lean Six Sigma Black Belt – second highest certification

First Attempt - Outsourced Imaging Problem: Increased paperwork and staff retirements caused added pressure on staff. We viewed scanning a function with a relatively low skill set level Solution: We outsourced our scanning operations to a local company that specialized in the process.

Outsources Scanning Initial results were fair. The contractor ended up with staff turnover, quality issues developed and eventually could not handle our needs and requirements. Staff did not have access to the images if a customer called in about some paperwork they were unable to answer the question. Actually slowed the processes. We returned to scanning in house.

Starting Small We began by gradually implementing techniques into specific processes. Seasoned employees tend to be resistant to change. But by showing the value for them that can be achieved, we have gained buy in from employees and management. Superior to mandating a new process.

Increasing Usage as Acceptance Builds As projects that can benefit from Lean Six Sigma tools arise, we are able to pull more employees into the process and give them familiarity to the tools. Building upon the successes of previous projects fosters belief in the system.

Case One: Work Queue Management Problem: Processing needs vary from week to week depending on what is in the work queues. A work queue can be numbers of titles needing scanning, or number of titles waiting additional information before processing or the size of the dealer titles needing processing. Solution: Development of a chart that tracks Transactions by Work Queue. Ability to trend and predict Queue status based on factors (i. e. staffing levels, Registrations due, etc. )

Transactions in Queue by Week

Work Queue Results Weekly reporting and analysis of work queues drives staff allocation decisions to most pressing tasks. Trending and historical analysis allow prediction of Queue growth (i. e. November and December combined make up 25% of our Registrations. ) Allows us to use data to drive our decisions. Reduced backlogs building up.

Case Two: Mailroom Workflow Problem: The mailroom process was disorganized, redundant and inefficient with many unnecessary steps. Solution: We mapped the process in parts (flow chart ) and then we documented the path the paperwork followed (spaghetti chart) and redesigned processes to eliminate waste and unnecessary actions/steps.

Case Two: Mailroom Work Flow Improvement Mailroom Layout OLD LAYOUT NEW LAYOUT Improved Flow

Case Three: Registration Decals Tearing Problem: Decals were tearing during application in cold weather. Reoccurrence of problem from 2 years prior. Solution: This time our Six Sigma employee used a micrometer to measure the decal thickness and elasticity. We were able to show the vendor the inconsistency and provide them with sound measurement techniques and empirical data instead of hearsay. We could prove the decals were out of tolerance.

Decal Issue Results After viewing the data, the vendor performed corrective action. They quarantined our inventory, inspected and measured existing supplies and replaced defective product at their expense. By giving them empirical data, they in turn could prove to their suppliers that the product meet specs. did not This resulted in a quick solution to the problem and eliminated many disgruntled calls for MV.

Future Tools Best Practices Manual Incorporate AAMVA Fraud training and Computer Based Training modules into our Electronic Learning Management system Creating Standardized Work Instructions Tasks performed infrequently, higher likelihood of missing steps Areas with higher levels of turnover

Future Tools continued… Methods of Delivery Computer Based Training (CBT) Modules Building an Extranet site available to Central Office and Branch Office employees. One Stop Shop -Reduce calls, links to Internet Resources

Pitfalls to avoid Implemented an all or nothing approach. Employees see it as managements newest fad, get employee and management buy in ASAP. More emphasis put on filling out forms and creating report than using methods to quickly solve problems. Make sure the effort is adequately resourced both in term of financial and human capital.

Our Road to Success Implemented at the ground level “Grass Roots” implementation, not mandated from top. Realistic Objectives Progress only as fast as employees can adapt Employees are not “thrown to the wolves” requiring them to become Lean Six Sigma Belts in a specified time

Our Road to Success continued… Fewer Forms, Templates and Red Tape Currently, all form completion, statistical analysis and coaching is done by the Six Sigma staff. Other employees time is used employing their historical knowledge and perspective to the projects. Allowing them to be expert advisors in the enhancement of their areas.

End Result We are becoming more Proactive than Reactive to problems. By working on the small problems earlier, we have fewer large problems. We have just begun, we see this as a long term continuous process.