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Process
Improvement that Works
| 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 process. Click here to view these results
by department.
| 311
Call Back Process |
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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. |
| Accounting
Process |
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Administrative
Services—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. |
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Public
Health—the redesigned accounting systems at this residential
facility gives clients 24/7 access to their personal bank account.
Previously, accurate account balances were available only 1
day a month. |
| Application
Process |
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Arts—saved
16 days per grant application (a 34% reduction of processing
time) by simplifying the application form, developing an approval
checklist, and eliminating the pre-evaluation step. |
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Economic
Development—tripled the number of grants closed per month,
and reduced the time to close-out a contract by over a full
year. These changes enable faster creation of new jobs. |
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Finance
Authority—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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Governor's
Office—cut the processing time for firearms and pardons
requests 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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Public
Health—reduced customer wait-time from 21 days down to
2 days per social worker 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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Public
Health—saved 7 working days for each of the over 7,000
paternity affidavits processed per year. |
| Case
Management Process |
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Public
Health Child Support Services—increased caseload capacity
by 60 cases per week without increasing staff. |
| Claims
Process |
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Appeals
Board—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. |
| Collections
Process |
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Courts—will
save $58,000 per year by eliminating delays in collecting fines
caused by unnecessary reviews and missing information. |
| Contracting
Process |
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Administrative
Services—saved 22 workdays on each of 800 vendor-purchasing
contracts (a 96% reduction in processing time) or 17,600 workdays
saved per year. |
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Administrative
Services—will save as much as $1.45 million per year by
paying contractors faster using a purchasing card. |
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Public
Health—saved 76 workdays on Emergency Medical Services
contracts, which cut the processing time by 53%. |
| Distribution
Process |
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Tourism—internal
customers who had waited 27 days for material deliveries, now
receive same-day deliveries. Improvements included developing
a quarterly delivery schedule, e-mail ordering, and eliminating
an unnecessary approval step. |
| Grant
Acquisition |
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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. |
| Help
Desk Process |
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Information
Technology—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. |
|
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 |
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| "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 |
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| "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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| Inspection
Process |
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By collecting
re-test and re-submittal fees on fire alarms, the City of Dallas will
generate $83,000 per 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 per year. They expect to see a
6% reduction in red-tagged fire inspections, delighting building contractors. |
| Hiring
Process |
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Human Resources—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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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. |
| Investigation
Process |
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Commission for
Civil Rights—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. |
| Payroll
Process |
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Human Resources—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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| Permitting
Process |
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The wait time
for the City of Dallas Building permits was cut 18 minutes/ customer
and the permit processing time 11 minutes/ permit by reassigning staff
and making appointments for repeat customers. |
| Plan
Review |
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The time it takes
the City of Dallas to review a Fire Sprinkler Plan will be cut in
half to four weeks. |
| Reimbursement
Process |
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Parks—reduced
processing time from 60 days down to 10 days per grant 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
Safety—eliminating unnecessary executive-level approvals on travel
expenses will save $363,000 per year in airfare increases that occur
due to waiting for authorization of travel plans. |
| Reporting
Process |
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Veterans'
Home—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 |
| Tax
Process |
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Revenue—reduced
customer wait time by 18 days / inheritance tax 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? |
| Vehicle
Make Ready Process |
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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. |
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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