Problem Statement: Budget files are used and shared by budget staff for a variety of projects and processes. Locating special project files can be challenging at times due to the magnitude and complexity of projects worked on throughout the year. Employee turnover in the last several years has affected the thought process regarding file retention and location storage of electronic files.
was a lot of low-hanging fruit, allowing the team to consolidate over 20% of
our sub-folders in our Budget folder directory. Many “like” folders could be
consolidated or grouped together, and “Old” folders created in sub-folders in
order to add clarity as to the most up-to-date files while preserving prior
Problem Statement: The Human Services bills submitted for collection exceeds and average debt age of 4 years. These accounts resulted in over $29.6 million (46.3% of total principal referred) of uncollectable debts which negatively impacts the condition of patient information, recover percentage and customer satisfaction.
Results: The goal was to reduce the non-value added time and cycle time by 5%. The results reflect a 76% overall improvement. The team exceeded the goal by 71%. Hard savings included reducing process time from 59% to 25% of total time to process, reduced cycle time by 11 minutes and increased referral batch count from 95 to 172 within less time. Printer costs savings of $5,366.40 yearly and storage fees eliminated with new process.
Problem Statement: The original process involved a lot of time-consuming follow up work when a work injury was reported to us late. Late reporting of injuries can also lead to delayed medical treatment, case management and lost control. This can then lead to increased claim costs and expose the County to possible DWD citations and increased potential for litigation. Reduce injury reporting time by: educating employees and supervisors on importance of timely injury reporting, reduce time it takes to complete an injury report and for that employee’s supervisor to forward the document to Risk Management, eliminate need for returning injury reports back to the injured employee and/or their supervisor to correct errors and omissions.
Results: The online injury reporting tool has been an effective supplement to the paper forms. The online reporting also provides instantaneous injury reporting to us which is a significant time and cost saver. Scanning and emailing of injury reports has also significantly reduced injury reporting time.
Problem Statement: Waukesha County Moved from eCapture/Stellant for scanning
Accounts Payable to KnowledgeLake and SharePoint for scanning A/P. With these upgrades, the scanning process went from 15 minutes to scan 150
documents to 5 hours to scan 150 documents.
Results: A time savings of 4.5 hours for 150 documents.
Problem Statement: New employees attend two types of orientation involving Human Resources: Benefits Orientation provides employees information and registration for benefit, and the New Employee Orientation (NEO) provides information and resources for employees on a variety of topics and requires coverage of and sign-off on policies and procedures. Both of these processes had not been reviewed or fundamentally revised for over 10 years and it was time for a "health check" to look for waste of materials and time and to cover topics employees deemed important to know.
Results: Employees prefer attending new employee orientation in person rather than via web/pre-recorded CD interaction. Employees found most of the printed information in the binders to be useful information. The new process accomplishes New Employee Orientation in 1 day instead of 2 days.
Problem Statement: There are multiple ways a request can come in to be worked on such as email, telephone, fax and in person. This needs to be streamlined.
Results: The website would provide a means for users of the system to submit the necessary requests and cuts request processing time by 87.5%.
Problem Statement: The Collection Division services both internal departments as well as external clients. The clients' statements, invoices and checks are produced on a monthly basis with a contractual agreement for a delivery of 45 days. The diversity of clients and their various reporting needs have made the month end close process complex. Complexity coupled with dependence on individual employees for task completion leads to delays in closing the month end close process; averaging over 57 days to time of delivery. Poor quality in performance coudl leade to loss in client satisfaction, referrals, revenue and result in increasing costs per collection.
Results: Minimum goal was 45 contractual agreement with a 30 day ultimate goal. Project resulted in 29 days to process = 49% improvement. Non-value added time decreased from 27 days to 16 = 40% change.
Problem Statement: Mail is handled by many staff differently. Mail is also waiting in a 'to be processed' bin, causing unnecessary delays.
Results: Based on the time study and flowchart we were able to identify and eliminate the non-value added time.
Problem Statement: Phase II of the WCC training process currently takes too much time to complete due tot he inconsistent use of benchmarks, resulting in performance problems being unidentified and the performance improvement plans not being put into place in a beneficial time frame. Our goal is to improve Phase II (call-taking training on the floor) of the WCC process by re-evaluating the benchmarks for call-taking.
Results: Summer 2014 Training Group - 3 out of 4 trainees were successful in Phase II training. Winter 2015 Training Group - 2 out of 4 trainees were successful in Phase II training.
Problem Statement: In 2011, Economic Support had to form consortia around the state and as part of that, develop a Call Center. We had just months to team up with other counties to become a consortium, then figure out amongst other things, how to run a call center. Things started out OK, but as more of our customers called in, staff was overwhelmed with the volume of calls and the wait time for callers increased monthly. We had to find a way to get the wait time down as callers were frustrated and either hung up or became abusive to staff taking those calls. it was very stressful for staff as well.
Results: Much improved wait time, after changes were made it dropped from 15.5 to 3.2 minutes.
Problem Statement: Frustration and stress were resulting among volunteers related to content, applicability and length of training. Frustration also arose among volunteer coordinators related to work time spent contacting non-compliant volunteers and requesting the completion of training.
Results: We found if we create more relevant training for volunteers they are more likely to participate resulting in less stress for the volunteers and the coordinators. The test was administered in the summer of 2014 with a 100% compliance.
Problem Statement: There are too many steps in food inspection and licensing procedures to achieve the desired outcome, and the process is paper-heavy.
Results: After adopting our new licensing program, HealthSpace, we eliminated most of the paper usage and ink costs. Inspectors now capture the operator's signatures electronically and email inspection reports directly to the operator without having to print. Documents are then stored directly within HealthSpace. We estimate this will save:
Problem Statement: Storing and retrieving folders from the shared N drive was cumbersome. It is critical that all staff have access to multiple folders. There is not an office policy in place. When staff uses the N drive, it is considered a 'dumping ground' for files, everyone has their own system, there is no maintenance plan and there were originally 150 folders. Learning about the N drive was not part of the office orientation for new staff, when multiple people worked on one document there were multiple copies created and saved.
BEFORE organizing the N drive:
FAMILY PHOTO PERMISSIONAVG: (14 OUT OF 15 people were
able to find this document – 93%)
STRATEGIC PLAN AVG: (3
OUT OF 15 people were able to find this document – 20%)
TRAVEL EXPENSE FORM AVG: (4
OUT OF 15 people were able to find this document – 26%)
AFTER organizing the N drive:
FAMILY PHOTO PERMISSION AVG: (15 out of 15 people were
able to find this document —100%)
STRATEGIC PLAN AVG: (15
out of 15 people were able to find this document —100%)
TRAVEL EXPENSE FORM AVG: (12
out of 15 people were able to find this document —80%)
The three people who didn’t find the travel
expense form typically go directly to the intranet
The Waukesha County Continuous Improvement Program is broad in nature and encompasses many types of improvements throughout the county. Our LEAN training offers tools for all continuous improvement efforts. LEAN Government is a term that is recognized throughout the country, and therefore is often associated with improvement projects.
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