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Results of Lean Projects

For more information on these Lean projects or other continuous improvement activities and culture change at Enterprise Services, contact Lean Program Manager Renee Smith Nyberg at (360) 407-9452 or renee.smithnyberg@des.wa.gov.

Project​​Savings / Gains
​Contracts and Legal Outreach Process
  • Documented standardized process including internal policy and procedure.
  • Defined Roles and responsibilities.
  • Measurement and monitoring process in place to support continuous improvement.
​HR Position Lifecycle

 

  • Cycle time for processing personnel action requests reduced to 1 day.
  • Incoming yield on personnel action requests increased from 42% to 64%. Will work at continued improvement to a goal of 98%.
  • Eliminated need for reconciliation.
Lease Renewal Process​
  • Reduced lease backlog by 82% (from 127 to 23) by December 2013.
  • Improved communication and customer engagement, less rework and higher quality.​
Vendor Registration​ Process
  • Reduced the amount of records with identified issues by 78.9%.
  • Reduced send backs from 7% to 4.7% (on average).
  • Reduced the send back process by 5 working days.
  • Reduced processing time for vendor registration forms created capacity for staff to focus on other value-added work.​
Work Order Processing​
  • 90% increase in work orders being turned in upon job completion (from 50% to 95%). 
  • 170% increase in automatic email notifications sent to customers once work is complete (from 37% to 100%).
  • 100% of jobs are tracked on individual work orders.​
Custodial Supply Ordering​ Process​
  • Increased the percentage of items within established min/max levels 141% (from 17% to 41%).
  • Saved two hours per week previously spent moving supplies.
  • Improved employee morale by eliminating unnecessary work.
  • Improved cooperation and understanding with the B&G Procurement and Supply team.​
 Processing ​of DOT Claims
  • Increased claim coding accuracy to 90%.
  • Reduced payment request errors by 73%.
  • Reduced the time to pull payment information for Audit by 88%.
  • Reduced claim reserve wait time by 74%.
  • Increased claims resolved within 60 days by 20%.
  • Reduced claims scanning process time by 75% - streamlining processes and leveraging improved scanner functions.​
Fleet Vehicle Acquisition Process​
  • Better customer service as a result of more frequent, standard communications.  Increased number of communication touch points from two to four.
  • Improvements saved employees approximately three hours per week. 
  • Reduced approximately one week of processing time for each vehicle.​
​CTS & DES Finance Core & Data Network Billing
  • Reduced rework for Infra tickets by 35%.
  • Reduced number of quality control checks and built quality into process.
  • Eliminated duplicate data networks tickets (eliminating work for both agencies).
  • Expedited one-time charges from vendors by more than 50%. Prompt billing eliminates confusion & reduces inquiries, recovering five days of staff time per month.
​Public Works & Energy Contracting​ Process
  • ​Implemented mistake-proofed forms for agreement amendments and for change orders to reduce rework to save an estimated 12 days per amendment and 13 days per change order.
  • Created email templates to eliminate key-boarding, copying, and scanning of some letters which saved each Contracts Specialist four hours per week in time and also saved paper.
​Printing Intake Process
  • ​Cut print job intake workflows from five to four.
  • Decreased  cycle time by
    --53% for overall job intake process
    --43% for estimates
  • Created a knowledge library, standard work processes, eliminated forms and instituted a new intake process.
​Printing Roll Stock Production
  • ​Saved $80,000 per year by moving roll stock production in-house.
​Envelope Re-Order Process
  • ​Eliminated delays in order processing.
  • Saved staff approximately 12 hours per month in tracking orders.
​Risk Management’s Annual Property Insurance Scheduling and Billing Process
  • ​Decreased phone activity related inquiries from approximately 810 calls in 2011 to nine in 2012.
  • Decreased email activity related to inquiries from approximately 350 emails in 2011 to seven emails in 2012.
  • Implemented new online information for customers including:
    --Property insurance add/delete form to mistake-proof process
    --FAQs and contact info
    --Property insurance schedule as requested.
  • Improved the invoice per customer feedback