At the Nebraska State Personnel, the Talent Acquisition Team setup a visual management board to track errors (Quality), filling temp resources time (Delivery), daily application WIP (Inventory) and daily applications reviewed (Productivity), called a QDIP board. The daily review of these metrics helped reduce the number of daily applications from 800 applications down to around […]
San Francisco Public Library (SFPL) employs approximately 900 staff. On average, hiring a librarian takes about six months, and SFPL can have as many as 90 hiring processes in progress at any one time. A long hiring process causes roles to remain empty and results in fewer library staff available to assist patrons. SFPL partnered […]
Written by Brion
Since October 2015, Brevard County (Florida) Government has worked on institutionalizing Lean Six Sigma as a way to help create a better tomorrow. Leading the Lean Six Sigma initiatives out of the County Manager’s Office is Special Projects Coordinator Katherine Wall. Lean Six Sigma successes to date include: The Development Application Process: Successfully reduced site plan […]
Written by Brion
The Transit Operator Exam administration process at the San Francisco Municipal Transportation Agency (SFMTA) was labor intensive, time-consuming, error-prone, and created duplicative work. Delays in exam administration result in longer hiring times, which can contribute to unfilled Transit Operator training classes which can lead to not meeting their planned service hour targets, resulting in transit […]
Written by Brion
The Controller’s Office Human Resources team in the city of San Francisco, conducts standardized exams for all accounting job applicants in the City. Administering the exam is labor intensive, time-consuming, error prone and requires keen oversight and review. The HR team partnered with the Lean Team to strengthen their processes. Over a series of four […]
Written by Brion
The hiring starts with the HR Contacts in the Colleges and Departments – when they initiate an FTE (Full Time Equivalent) hire by submitting a hiring packet. It can be a complicated process with many steps. Leadership chartered a team to streamline the hiring process and implemented some of the following improvement processes: Simplifying by […]
Written by Brion
Commissioner Melody Currey explains the functions of the Department of Administrative Services, and how they started their lean journey. Her previous experience at the Department of Transportation (DOT) was valuable to selling the program to the staff. She shares how it brings people together to understand how their whole process works, and how they can […]
Written by Brion
The Connecticut Department of Banking identified 44 different processes being used across different financial industries, which highlighted duplication of efforts across the agency for similar type of work. After assessing all their major processes, they created a 30-month roadmap to move from their current state to their future (good) state by focusing on streamlining and […]
Written by Brion
In June 2015, tuition reimbursement checks were taking too long to distribute to employees. A kaizen event was organized to bring together different departments and agencies to understand the current state of the process. They created a current state map, identified barriers holding up the process, and then developed a 6-month implementation plan. The plan […]
Written by Brion
At the Minnesota Historical Society, a kaizen event was conducted to reduce the time to hire a new employee. The team identified that the current state took 75 days to hire an employee (job posting to employee signed offer), and were able to reduce it to 40 days. They also reduced the task time from […]
Written by Brion