Benchmarks & Client Cases
Process Efficiency in the Public Sector
The Challenge
Problem
• Large number of pending cases
• High average process Lead Time
• Unbalanced distribution of workload between team members
Root Causes
• Inefficiency in process handling as a result of non-value-added tasks and over-processing
• Lack of flow in process execution caused by errors, leading to process restarts
• Span of control did not allow for appropriate management and reporting
• Poor planning: workload at each process step versus resource capacity
The Solution
• Mizusumashi to reduce time spent on document transportation and create pace
• Process Design to reduce redundant or non-value-added tasks, creating flow and reducing process Lead Time
• Office Standard Work to improve task efficiency and automate procedures
• Daily KAIZEN™ and Leaders KAIZEN™ to adjust span of control to a manageable ratio; help plan team workload and keep track of service level KPls on a regular basis
The Results
The project had a Payback period of 5.5 months with the annual savings of £530k
Non-value added tasks
Time spent on non-value added tasks reduced by 25%
Productivity
Overall productivity increased by 15%
Total inventory
Inventory coverage reduced by 10%
Consumable stockouts
Consumable stockouts eliminated
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