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Process
Improvement that Works
Departments
Results After 2 Months of Using Zoom
These are a sampling of the actual results organizations and departments
accomplished within two months of using Zoom process improvement steps.
Results
are organized by department. Click here to view these results
by process.
Department
Results
| All
Departments |
| • |
The City
of Dallas will improve their grant success rate by 22% and save
$200,000 per year in audit costs using a centralized grant-tracking
system and post-grant award conferences. The Zoom team also
dropped grant-processing time from five months to two months. |
| Administrative
Services |
| • |
Contracting
process—saved 22 workdays on each of 800 vendor-purchasing
contracts (a 96% reduction in processing time) or 17,600 workdays
saved per year. |
| |
| • |
Contracting
process—will save as much as $1.45 million per year by
paying contractors faster using a purchasing card. |
| |
|
| • |
Accounting
claims process—freed-up 40 hours per month of employee
time to process 20,000 claims each year by reducing data lookups,
training on data entry shortcuts, and eliminating date stamping.
|
| Appeals
Board |
| • |
Claims
process—reduced claims processing time from 93 days to
30 days by eliminating federal funds from the process, reducing
hand-offs, and drafting legislation that cut in half the number
of years vendors can make a claim. |
| |
| Arts |
| • |
Grant application
process—saved 16 days per application (a 34% reduction
of processing time) by simplifying the application form, developing
an approval checklist, and eliminating the pre-evaluation step. |
| |
| Building
Permits |
| • |
The wait
time for the City of Dallas Building permits was cut 18 minutes
per customer and the permit processing time 11 minutes per permit
by reassigning staff and making appointments for repeat customers. |
| |
| • |
The time
it takes the City of Dallas to review a Fire Sprinkler Plan
will be cut in half to four weeks. |
| |
| Commission
for Civil Rights |
| • |
Investigation
process—doubled the number of investigations completed,
dropped investigation time from 9 months down to 4 months per
case, and closed 18 more civil rights complaints in one month
than in any month during the previous two years. Citizens are
provided greater due process protection and fairness. |
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|
| Courts
|
| • |
Fine
collections process—will save $58,000 per year by eliminating
delays caused by unnecessary reviews and missing information. |
| |
| Customer
Service |
| • |
The City
of Dallas’ 311 system will now call back 29% of citizens
missed in the past when they had requested a call back. The
Zoom team designated who’s responsible to call citizens
back. They eliminated software issues and provided cell phones
to City employees who needed them to contact citizens. The savings
are estimated at $202,000/year. |
| |
|
| Economic
Development |
| • |
Paternity
applications process—saved 7 working days for each of
the over 7,000 paternity affidavits processed per year. |
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|
| Finance
Authority |
| • |
Title application
process—eliminated a 3-month backlog of home title guarantees
while also processing 65 more applications each week with no
change in staffing. Homebuyers receive titles quicker. |
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| Fire
Department |
| • |
By collecting
re-test and re-submittal fees on fire alarms, the City of Dallas
will generate $83,000/ year in new revenue. By eliminating re-work
on building plans, archiving, and in duplicate computer systems
the City will see a cost benefit of $238,410/ year. They expect
to see a 6% reduction in red-tagged fire inspections, delighting
building contractors. |
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|
| Governor's
Office |
| • |
Firearms
and pardons application process—cut the processing time
in half from 978 days to 480 days per application by reducing
steps, requiring the applicant to supply more information, and
streamlining the investigation process. The time saved freed-up
one full-time criminal agent per year to investigate real crimes
against citizens. See the Case Study |
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C.
Geissler, Iowa Lt. Governor,
Iowa Governor, J Baumann |
| "ZOOM
works for Iowans. The results speak for themselves:
Social Workers now get license renewals in two days
instead of 21; Public Safety can direct $363,000 more
per year to the front lines of protecting the public
because ZOOM streamlined travel costs; and incident
reporting, which protects loved ones at the Veterans
Home, now happens in two days when it used to take
54 days."
Tom
Vilsack
Governor of Iowa |
|
| "Thinking
outside the box" was just another catchphrase.
After Zoom training, the words actually have meaning
and application… we can't stop the flow of new
ideas!
We've
reduced our turn-around-time and freed up staff allowing
them to concentrate on the core business functions.
I
strongly recommend this program for all business users.
Kerry
Carmen
Iowa Finance Authority |
|
| "Our
Zoom team was given a process that had been worked on
by another team for over three years with no improvement.
The team spent less than a month and reduced the incident
report turnaround time by 52 days!
Our
whole organization is amazed and more teams are starting."
Cindi
Hineman
Iowa Veterans Home |
|
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| Information
Technology |
| • |
Help Desk process—freed-up
100 workdays per year that can now be spent really helping customers
by eliminating unnecessary screening questions that did not address
the customer's problem. |
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| Human
Resources |
| • |
Hiring laborers
in the City of Dallas now takes 11 fewer hours. To provide Department
heads a list of Civil Service candidates takes 20 fewer hours. The
City saved $245,000/year in training, advertising, and processing
new hires. |
| |
|
| • |
New employee
hiring process—reduced the time to hire a new employee by 26
days (a 96% reduction) to allow the employee to begin work sooner. |
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|
| • |
Payroll process—reduced
processing time from 4 days to 1.7 days per request for each of the
1,650 requests per month. Improvements included consolidating and
simplifying the 150 types of requests, limiting the documentation
for 27 types, and stopping three people from repeating the same step.
This process is now ready for the new automated system recently purchased. |
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|
| Parks |
• |
Grant reimbursement
process—reduced processing time from 60 days down to 10 days
per reimbursement (an 83% improvement) by reducing the number of forms,
eliminating redundant approvals, conducting training, and allowing
electric funds transfer. |
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| Public
Health |
| • |
Paternity applications
process—saved 7 working days for each of the over 7,000 paternity
affidavits processed per year. |
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|
| • |
Contracting process—saved
76 workdays on Emergency Medical Services contracts, which cut the
processing time by 53%. |
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| • |
Social worker
license renewal application process—reduced customer wait-time
from 21 days down to 2 days per license renewal application. The data
being collected from the new online system helps schools provide better
social worker training programs. See
the Case Study |
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|
| • |
Residential facility
accounting process—the redesigned accounting systems gives clients
24/7 access to their personal bank account. Previously, accurate account
balances were available only 1 day a month. |
| Public
Health Child Support Services |
| • |
Case
management process—increased caseload capacity by 60 cases per
week without increasing staff. |
| Public
Safety |
| •
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Travel expense
reimbursement process—eliminating unnecessary executive-level
approvals will save $363,000 per year in airfare increases that occur
due to waiting for authorization of travel plans. |
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|
| Revenue |
| •
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Inheritance
tax process—reduced customer wait time by 18 days / return,
a 40% savings. The team eliminated redundant steps, including balancing
deposits, and expanded their database to generate tax clearance certificates
automatically when approved. How
was the department impacted? |
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| Tourism |
| • |
Material distribution
process—internal customers who had waited 27 days for deliveries,
now receive same-day deliveries. Improvements included developing
a quarterly delivery schedule, email ordering, and eliminating an
unnecessary approval step. |
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| Vehicle
Maintenance |
| • |
Fleet vehicles
in the City of Dallas will get license plates and radios faster. Several
City departments will save five weeks of wait time and $30,000 per
year. The Dallas Police Department will receive additional marked
squad cars up to five months faster. |
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| Veterans'
Home |
| • |
Reporting process—dropped
the incident report turn-around-time from 54 days down to 2 days (a
96% reduction) after discovering that 1 signature, not 7, is required.
The web-based reporting system delights managers with customized data
and enables a faster pro-active response to safety problems. See the
Case Study. |
Your Organization
Can Do It, Too
In less than a week, your organization's teams can be handling problems
using a proven successful combination of training and facilitation. Your
boss, employees and customers will appreciate how quickly and easily they
see tangible improvements within your budget. You are assured a positive
return on your investment.
This three-part program
of consultation, training and facilitation services was specially designed
to propel your organization or department toward successful preparation,
introduction and implementation of customer-oriented and bottom-line producing
change initiatives, like process redesign.
Contact
us today for more information. Find out how your organization can
improve customer service, save money and reduce wasted staff time.
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