Lean Government - Results

The Department of Administration
The Department of Agriculture, Trade and Consumer Protection
The Department of Children and Families
The Department of Corrections
The Department of Financial Institutions
The Department of Health Services
The Department of Natural Resources
The Department of Revenue
The Department of Safety and Professional Services
The Department of Tourism
The Department of Transportation
The Department of Veterans Affairs
The Department of Workforce Development
The Office of the Commissioner of Insurance
Wisconsin Economic Development Corporation
Wisconsin Housing and Economic Development Authority


State Agency Project Overview Goals and Results

Department of Agriculture, Trade and Consumer Protection

Agriculture Resource Management Lab Sampling: Improve efficiency of submission of samples. Disseminate lab result findings and printed lab analysis reports. Goals are to improve accessibility of lab results, standardize the process of sharing lab results, and reducing dependence on printed and mailed reports by 30%.
Division of Food Safety Sampling: Improve efficiency of submission of samples. Disseminate lab result findings and printed lab analysis reports. Goals are to improve accessibility of lab results, standardize the process of sharing lab results, and reducing dependence on printed and mailed reports by 30%.
Six Sigma Initiative - Out of State Travel Authorization Project: Generalize, streamline, and potentially automate to allow better service to customers internally and externally. Goal to reduce error rates by no more than 10%.
Traveling Wilburys Team: Enhance and utilize current electronic system, outline current process flow of out of state travel request, remove finance review, create and utilize a shared excel tracking system, quickly move requests through levels of approval, and promote faster turnaround time of the request. Goals to improve internal customer satisfaction by 20% and reduce the processing time by 10%.
T.V. Critics: Ensure task is handled as efficiently and timely as possible with accuracy and integrity. Goals are to reduce error rates, ensure timely processing of travel vouchers, and increase efficiency and eliminate unnecessary process steps.
Travel Voucher Reimbursement Process Review Team: Properly train employees and clearly differentiate travel vouchers. Goals are to reduce error rates, ensure timely processing of travel vouchers, and increase efficiency and eliminate unnecessary process steps.
State Agency Project Overview Goals and Results
Department of Children and Families Contracts Approval Process: Streamline DCFA’s contract approval process to provide faster, more efficient customer service. Reduced number of contractual signature authority from 8-12 to 4-9. Increased percentage of contracts signed and delivered within 3 week of routing from less than 10% to more than 70%.
Audit Access & Accountability (AAA) Process: Identify and implement opportunities to better monitor and track agency audits required to be submitted to DCF.
DCF/Division of Safety and Permanence - Fall 2013 Process to license group homes, shelters and residential care centers for children. Licensing renewals for these service providers are required every two years. This manual, paperwork intensive, and confusing process achieved a reduction of more than 75 percent of the steps involved in the process through the VSM.
DCF/Division of Family & Economic Security - Fall 2013 This process in the Bureau of Child Support examined Intergovernmental Case Processing. This time-sensitive, complex process has a Federal guideline of needing to be completed in 10 business days for each child support case that is transferred into Wisconsin from another state. This VSM resulted in more than a 60 percent reduction in the time it takes to complete processing these child support cases, thus ensuring that families in Wisconsin receive their child support checks sooner.
DCF/Division of Management Services - Fall 2013 DMS Finance Bureau selected the payment process for contracts to grantees for this Lean event. While the accuracy of payments was never in doubt, staff believed the process to route contracts for sign-offs could be improved upon from last year's project to streamline this same process. As a result of the two-day VSM, the Finance team was able to realize a savings of over 70 percent in the time it takes to process either a new or existing contract and to enter the funding for these contracts into the automated payment system.
DCF/Division of Early Care Administration - Fall 2013 Examined the monitoring process for child care facilities. The current process is very paper-driven. Time savings could be spent on additional monitoring visits, technical assistance and greater assurances that children are safe in licensed child care facilities. The two-day VSM yielded a time-savings of over 50 percent for this process.
State Agency Project Overview Goals and Results
Department of Financial Institutions Lean Government Initiative: Involve stakeholders in recommendations for change and successful implementations of models for improved service delivery.
  Securities Division Workflow Optimization: Review and redesign the business processes for exam scheduling and certified mail processing to remove non-value added steps. Identified non-value added steps and eliminated them from the process, which freed time in a staff support position and reduced unit costs. .6 examiner scheduling hours saved per week. .38 OPA compilation of schedule reports hours saved per week. 2 director hours saved for case management, and per hour cost reduced from Director to Examiner for 5.5 hours per week. 2 OPA case management hours added. 2.38 OPA certified mail hours saved per week. 3 examiner hours saved per week. 3 OPA investment advisor registration depository processing hours added per week. Net labor costs savings for the work performed was $15, 418 per year.
  Notary Public Applications: Review and redesign the business processes for the application for, and renewal of, Notary Public commissions. Improve the turnaround time for posting the results of the process on the internet so that applicants and their customers can be confident that the process was completed as required. Reduce processing times for new applications and renewals of Notary Public commissions. DFI was able to redesign the process and implement an online filing option for initial applications and renewals. This allows customers to pay via credit card or E-check and provides validation of entries to reduce the probability of a rejected application. The new process includes email communication on the status of the application which is expected to reduce phone calls regarding the status of an application. The online publication of results of the application has been accelerated from once a week to daily posting of the previous day’s approved applications. The outcomes of the new processes, both for paper filings and on-line filings, include reduced staff time required at DFI and significant efficiencies for the Notaries. DFI estimates staff time savings at approximately 1,135 hours per year.
State Agency Project Overview Goals and Results
Department of Natural Resources Clean Boat Clean Water AIS Grant Projects: Reduce the amount of time volunteers spend on developing grant applications, documenting time contributions, and developing final project reports. Customer Service and Water staff eliminated wasteful steps in the grant application process, and reduced the time it takes to get an answer to the grantee from 90 business days to 14 business days.
  Legal Opinion Process: Analyze the process used to issue legal opinions. Made improvements that are expected to reduce attorney workload by at least 10% and improve consistency by establishing a track-able legal opinion database.
  Air Construction Permit Process: Analyze and streamline the steps taken to issue an air construction permit. Additional improvements are expected to decrease the permit time by another 7% and reduce outlier situations that exceed the permitting timeline goal of 80 days.
  Chapter NR 726 Closure Completeness Reviews: Analyze and streamline the steps taken to determine if a complete NR 726 closure packet has been submitted. A new “completeness review” step has been added which ensures that technical staff receive more complete applications sooner and allows for customers to be notified of whether or not their application package is complete in 10 days or less. A second Lean Six Sigma initiative focused on improving the technical review of closure submittals by incentivizing Responsible Parties and their consultants to work with RR earlier in the process and to better track and communicate reasons for technical deficiencies for RR staff and its customers.
  DNR GEF II Mail Operations: Analyze and streamline mail distribution. Eliminated non-value added steps and implemented a staffing plan to enable cross training and mail room back up that will save staff 1,040 hours per year and $3,562 in annual costs, while continuing to ensure prompt delivery.
  Wild Game Serving Permit Process Improvement: Analyze the process and implement improvements in conjunction with the Department of Agriculture, Trade, and Consumer Protection. Reduced the time needed to secure a permit from weeks to hours. Dale Maas, a customer of the recently improved permit process, shared his feedback with DNR staff: “This new process is great! Those of us that have dealt with the old one appreciate the change.”
  Forestry Equipment Center Stockroom: Analyze and improve the order fulfillment process at the LeMay Forestry Center in Tomahawk. Redesigned their stockroom to make filling orders more efficient, and reduced the steps taken to fill an order from 1,583 feet to 319 feet, a reduction of 79 percent.
  Phase 2 of the Master Planning Process: Analyze the Phase 2 portion of the Master Planning process. Improvements expected to reduce the completion time by 42%.
  Endangered Resources Reviews: Analyze the Endangered Resources reviews conducted agency wide. Improvements are being implemented that will allow Endangered Resources staff to comment on projects within 48 hours 95% of the time and to reduce duplicative ER reviews between programs.
  Nutrient Management Plans: Analyze and improve the review process for Nutrient Management Plans. Implementing steps that will help DNR more consistently review plans and shorten the expected approval turn-around time from 240 days to 60 days.
  Administrative Rule Process: Streamline the complex and time-consuming administrative rule process. Increased the efficiency of board meetings, eliminated redundancies and created a more effective rules program, reducing the overall process from 33 months to 25.5 months and saving staff a minimum of 1,487 hours and $6,896 in costs per year.
  Customer Feedback Process: Better track and report on customer feedback. Improve customer satisfaction, staff accountability, and reporting tools to provide efficiencies for legislative, media, and secretary letter contacts received by our agency by eliminating the need to produce individual manual reports.
  Green Tier - Tier 1 Acceptance: Meet or exceed a 60-day processing time goal. Customer lead time was reduced by more than 60% by deleting two full process steps and combining four other process steps into two steps.
  Law Enforcement Annual Credential Review: Streamline the annual law enforcement credential review process. Moving from a process of printing, mailing, and routing paper forms to an electronic process, a 6.5 months process has been winnowed down to a process that takes a mere 30-60 days from launch to completion.
  Office of Communications Calendar Upgrade: Improve customer service. Updated and improved the Office of Communications (OC) calendar tool that helps the DNR better coordinate social media communication. Also established a central OC workflow and template that may be applied for all agency communications to leverage communication tools available to DNR staff and to better communicate with our customers.
  Operator Certification: Simplify the training approval process for operator certification. Created a new, electronic request form that has the capability to extract data, reducing the overall process by 15 steps, a 43% reduction. Also eliminated the continuing education’s inefficient paper tracking process and replaced it with an electronic tracking system, saving DNR staff an estimated 500 hours each year.
  Air Management Stationary Source Enforcement Referral Process: Create a more efficient process for making enforcement case referrals. 60% reduction in the time needed to make a referral to the Department of Justice. New process assures the Secretary’s Office has adequate and timely information to make consistent referral decisions.
  Remediation & Redevelopment Closure Approval Process – Phase II Project will improve the technical review of closure submittals by incentivizing Responsible Parties and their consultants to work with RR earlier in the process and to better track and communicate reasons for technical deficiencies for RR staff and its customers.
  Hazardous Waste Compliance Inspections: Develop a more efficient process to consistently and safely conduct hazardous waste large quantity generator inspections. Improvements allow Waste & Materials Management staff to spend more time inspecting smaller facilities, a priority for the program.
  Disabled Hunter Permit Process: Enhance the processing of disabled hunting and fishing permit applications. Eliminated wasteful duplicative permit applications. Six “class specific” permit applications were streamlined into one application that serves to educate both doctors and customers on the statutory requirements for the permit.
  Local and Long Distance Phone Service Fulfillment Process for the Regions: Introduce a consistent backbone work flow process for delivering telephone services to DNR staff throughout the state. New work flow process is efficient and cost effective, has reduced staff workload by 20%, and reduced lead time for delivery of phone services from many weeks to less than 10 days.
  New Hire Pay Setting Process: Improve the pay setting process for new hires. Completed time consuming tasks first, implemented a pre-approval process and created electronic forms, reducing total delivery time by 50%, DNR staff workload by 15% and improving customer satisfaction by 25%.
  Staff Onboarding: Analyze current On-boarding process for newly hired employees and create one agency wide course that is more efficient, timely and consistent throughout the department Saved supervisors over 1,536 hours annually and increased the percentage of employees with paperwork submitted in the first day by 73 percent.
  Aeronautics Management Review: Reduce program costs. Simplified the flight log and billing process from 31 steps to just 12, saving a minimum of 50.5 hours annually, while also increasing the use of the aircraft to support customer programs.
  Forestry Program Review Assessment, Phase 1: Streamline the data collection process for program reviews. Created a new operating procedure to collect more quantitative, useful data and developed a Partner Contact Inventory tool to gain efficiencies during travel, saving over 900 hours of staff time and approximately $15,000 each year.
  Increasing Accessibility to Managed Forest Law Open Lands: Develop a new standard procedure for electronically mapping Managed Forest Law and Forest Crop Law lands that are available for public access. Customers able to access information immediately through DNR’s website instead of having to contact DNR staff.
  Development Project System Improvements: Approve capital development projects and eliminate wasteful process steps and unnecessary approvals. More efficient process gets projects from proposed in the field to funded in a quicker and easier manner.
  Dog Training & Trialing License Process: Turn a cumbersome, paper licensing process into a fully automated process through the ALIS license delivery system. Wildlife Management staff review time of license applications has been completely eliminated and licenses are valid on any designated dog training area or on private lands, with landowner permission.
  Heritage Data Mapping Project: Improve Natural Heritage Inventory (NHI) mapping timeliness, data quality, and delivery to internal and external customers. NHI web forms and web pages will be streamlined in effort to save time for both DNR staff and customers.
  Implementing Hunting in State Parks: Create a new Lean process from the ground up, rather than improving a currently existing process. Created a lean process and a communication plan that clearly articulated expectations as well as information to visitors. The first hunting and trapping season in State Parks was implemented without incident.
  Grant Opportunities Focused on the Great Lakes: Develop a process to better coordinate efforts when responding to Requests for Proposals for projects focused on Great Lakes restoration funding. New tools were developed to make a more efficient use of available staff resources while allowing DNR staff to focus on high priority actions and making efficient use of match dollars.
  High Capacity Well Review Process: Redesign the high capacity well permit process. Simplified the data entry to eliminate redundancies and enhanced tracking to provide more consistent and predictable timelines. Improvements are expected to reduce the time spent on each application by 39 percent.
  Improved Fish Quota Request Process: Reduce number of fish quota requests and approvals. By automating quotas classified as maintenance requests, which are needed to maintain fisheries statewide, the number of fish quotas requests and approvals needed was reduced from approximately 1,500 to 150 annually, 90%.
  Permitting Lake-wide Fish Habitat Projects: Improve the process for permitting large woody fish habitat projects in Wisconsin’s lakes. New $300 general permit for fish sticks projects will be developed that will be half the cost of an individual permit. General permits also take DNR staff less time to review and the review lead time will be improved from 62 days for an individual permit to 30 days with the general permit.
  Stormwater Notice of Intent (NOI) process: Analyze the Stormwater Construction Site NOI process. Reduced the application from three separate forms to one concise form with a checklist and streamlined the processes statewide by adopting one standard approach. Expected to save time for both NOI applicants and DNR permit reviewers and reduce the number of days it takes to process the NOI from 60 days to 14-30 days.
  WPDES Specific Permit Re-issuance: Reduce average time devoted to re-issuance and average delivery time of an individual WPDES permit. Maintained a consistent statewide permit backlog of less than 10 percent. Overall, it will save 25 hours per permit and reduce delivery time by an average of 400 calendar days.
  Ongoing Projects Goals
  Open Records - DNR A documented open records process implemented consistently statewide. Decrease staff workload and complete open records requests in a timely fashion.
  Warehouse Storage – Print on Demand Standardize the process of creating publications across the agency from idea to distribution. Reduce physical inventory at Darwin Rd., ensure publications adhere to style guide and manual codes, promote digital publications.
  E-filing for Major Air Source Compliance Documents Transition from paper reports to electronic submittals for major air source compliance documents.
  PECFA Claim Process Improvement Review the PECFA claims process, from eligibility to final claim payment. Identify efficiencies that will improve both internal and external processes.
  Recycling Annual Report Submittal Process Develop a more effective means of obtaining timely submission of annual recycling reports.
  Business Rules and Mapping for AIS, Lakes, and Rivers Grants Develop a consistent and streamlined process for AIS, Lakes, and Rivers grant applications.
  Appointment Letter Process Create a uniform and error-free process for the development and distribution of appointment letters that ensures staff are notified of the necessary details of their employment with the Department of Natural Resources in a timely manner.
  Annual reporting process for the Karner blue butterfly Habitat Conservation Plan Analyze the requirements and annual reporting process of the Karner blue butterfly Habitat Conservation Plan. Evaluate the quality, value and efficiency of reporting.
  Fire Equipment Maintenance Review Review the DNR fire equipment maintenance processes and associated expenses. Investigate effectiveness of managing fire equipment through various mechanic shops, along with the impacts to the programmatic costs of each option.
  Incident Qualification System updating process Standardize and streamline the IQS process for staff fire qualifications/records. The team will clarify how IQS works with the DNR’s training records and eliminate duplication.
  State Land Timber Sale Administration Evaluate the policy and procedures for the state land timber sale program in response to recent audits.
  Public Safety Radio Inventory Assessment Develop an interoperable radio equipment inventory system that can be accessed by DNR staff and the Wisconsin State Patrol Radio technicians. The team will develop a trouble ticket system used to track service issues.
  Recreation Policy Development Provide property managers and planners with policy on how specific recreational activities may be implemented on department lands. Create a predictable, defined opportunity for public input into policy development.
  NHC Grant Management The goal of the project is to develop a process for NHC staff that addresses grant submission, approval and management.
State Agency Project Overview Goals and Results
Department of Revenue Streamline Payment of a Delinquency Related to Lottery Winner Claims: Make lottery winnings offset a delinquency that is collected by DOR on the same day the ticket is redeemed. Claimant paid during initial visit to the lottery if funds remain. Percent of service delivered same day for a payment of a delinquency and winnings related to a Lottery winner claim in Milwaukee increased from 0% to 100%.
Computer Replacements and Reloads Process: Analyze and improve existing computer replacements and reloads process. Forecasted net improvement for replacements: lead time - 16%, and number of process steps - 10%. Forecasted net improvement for reloads: lead time - 25%, and number of process steps - 16%.
  Telecom Order & Billing Process: Simplify, reduce cycle time, and provide better communications to all parties. Forecasted Telecom Non-State Service Order Process lead time improved by up to 18%. Forecasted Telecom Voice Mail Allocation increased complete and accuracy 175%.
  Remit Return Processing & Reconciliation: Evaluate and look for efficiencies in the process of removal of the checks from remit batches of tax forms after the scanning process, and totaling of the checks prior to sending them to Revenue Accounting. Forecasted net improvement decreased process and wait time 4%.
  Improve Access Request Process to secure data networks, systems, applications, file shares and data.  
  Improve Forms Management Process: Quickly track status of all form orders, have various stakeholder units get reports on printing and mailing costs on demand, and track and monitor forms inventory levels on demand.  
  Improve New Employee Set-up Process: Streamline the process for requesting, acquiring and installing technology needs for new employee such as computer workstation, telephone services, voicemail and security accesses.  
  Improve Power of Attorney (POA) Process: Reduce processing posting time and improve customer satisfaction.  
  Improve Tax Refund Process: Reduce refund check handling issues and mailing costs.  
  Streamline the Hiring Process: Streamline transparent hiring process to include reportable metrics and an effective control plan.  
  Streamline the Income Tax Model Process so that the process time, wait time and the complete and accuracy percentage are improved.
State Agency Project Overview Goals and Results
Department of Safety and Professional Services Lean Government Process Improvement Initiative: Create sustainable solutions to process deficiencies and transform the way services are delivered to customers.  
Case Resolution To increase stakeholder satisfaction through the improvement of the case resolution process within the Division of Legal Services and Compliance and to reduce the backlog of pending cases from 2010. As of 6/1/2012, a 72% reduction in pending case backlog. As of 4/1/2013 a 94% reduction in pending case backlog.
Nursing Licensure Process To improve the licensure application process for new nursing school graduates through forming a partnership with nursing schools. Reduction in lead-time from average of 15 days to an average of 2 business days. Reduction in touch-time from 15 minutes per application to 1 minute. Staff time reduced or eliminated: Licensing Specialist (93% reduction), Mail Room Staff (100%), Fiscal Receipting Staff (100%).
Document Consistency To increase staff productivity, reduce errors, and create consistency in the production of documents within the Division of Legal Services and Compliance.. Quality review processes and forms were created and implemented by target date and have resulted in a much more comprehensive, responsible and careful review of legal work product along with a drastic reduction in errors and a drastic reduction in rejected proposed resolutions by professional boards. The Division has created 78 Intake, 74 Investigative, and 99 Legal templates
Practice Question Procedure Clarify the department's role as a regulatory agency and ensure that all documents interpreting, clarifying, or explaining regulatory statutes and rules are identified and, if necessary, subject to the rule-making process. A new process for receiving and responding to professional practice questions was put in place. A key result of this process improvement is that guidance given to credential holders and members of the public is more true to the intent of the policy-setting body as set forth in rule.
Paperless Office - Phase 1 To promote operational effectiveness, a productive use of space, simplified processes, and to maximize staff resources through the phased implementation of a paperless office protocol. - This phase if focused on analyzing retention of documents in current space. Eliminated 214 file cabinets, 18 bookcases, 144 feet of open shelving. This reduction led to the ability for the agency to add workstations to the existing space. As a result, the Division of Industry Services was able to move from the former Commerce building into the Department's Madison East space. Estimated monthly cost savings of nearly $65,000. Further, the Division of Policy Development has moved to providing paperless agendas via SharePoint for an estimated annual savings of $21,000.
Complaint Intake/Screening and Monitoring PAP Processes To increase staff productivity and capacity through the improvement of the intake/screening, monitoring/PAP and records process. Achieved Merger on target date – effectively managing all processes with ~3 staff vacancies under 1 supervisor. Process improvement projects will be kicked off in the near future.
Auditor Protocol To increase staff productivity and capacity through the improvement of auditor protocols and processes. As of 3/14/2013, on-site audits were reduced by 11.7% by substituting desk reviews.
Complaint Intake and Screening Process To improve operational efficiency and stakeholder satisfaction through the centralization of complaint processing into the Division of Legal Services and Compliance. The projected implementation date to centralize the complaint process is 4/2013. Results will be measured upon implementation.
Employee Training Improve process for training and approvals. Implementation of improved process is set for May 2, 2013. Measures related to processing time for approvals and employee satisfaction will be captured in July 2013.
Customer Mailing Process To identify efficiencies to reduce printing costs, postage costs, and staff time associated with mailings of information to DSPS customers. Recommendations included replacing approximately 30 different printed envelopes with 4 sizes, identifying mailings that could be converted to an electronic format, and the elimination of non-value added inventory, equipment, and postal services.
Combined Reporting Reduce employee workload and create efficiencies through streamlining the reporting process. The projected implementation date to move to the combined reporting process is 5/1/2013. It is estimated that this improvement will remove 2 steps from staff processes with an estimated cost savings of $5500 annually.
Performance Management Process To improve the process surrounding employee performance evaluations and establishing a consistent and formal process throughout the agency. New process was rolled out to management on this date. The new process/form will be utilized effective 7/1/2013.
Nursing Refresher Course To improve customer satisfaction by reducing the processing time for limited licensure when a nursing refresher course is required.  
Electronic Plan Review - Phase 2 Improve the electronic plan review process through an analysis of current processes, procedures and tools.  
Plan Review Payment Process To reduce or eliminate duplication of effort for our customers and staff by streamlining the process for plan review payments.  
Expense Reimbursement To decrease inconsistency and lead time related to the processing of reimbursement requests from employees and board members by 30%.  
Inspection Process Improve delivery of consistent performance within the inspection process.  
Agenda Item Submission Process To simplify the agenda item submission process, identify individuals to assign or manage permissions for their Divisions, and identify sections of the process which could be adapted for automation.  
Paperless Office - Phase 2 This phase is focused on improving processes related to intake, routing, and retention of documents.  
  Electronic Plan Review-Phase 2: Improve electronic plan review process through an analysis of current processes, procedures, and tools.  
  Performance Management Process: Improve the process surrounding employee performance evaluations and establish a consistent and formal process throughout the agency.
State Agency Project Overview Goals and Results
Department of Transportation Timely Payments to Vendors: Analyze payment of invoices from all airport development consultants and construction contractors for federal, state, and local funded airport development contracts. Successfully met goal of completing payment of all invoices in 10 calendar days. Reduces chances for error, saves paper, postage and staff time. New process will save an estimated 78 staff hours annually, which will be reallocated to other priority activities. Electronic submission of documents to contractors will generate cost savings in paper supplies and postage.
  Telecommunication Management Long-Term Action: Consolidate telecommunications management operations centrally and acquire a telecommunications expense management system to manage inventory and expenditures thereby reducing overall costs to the department. Number of divisional staff assigned telecommunications duties will be reduced from 57 to 26. A department wide inventory was completed, a central master inventory database was created, a process was implemented to keep the database current, and an accounts payable report was created to eliminate redundant data entry steps. The department reduced annual telecom expenses by $810,800, an 18% reduction. An estimated $350,800 of this amount was due the improved inventory and record keeping modifications.
  School Bus Safety Inspections: Streamline the school bus inspection process and create electronic school bus inspection forms housed in a centrally located server. Each of the 2,500 school busses that have been placed out of service takes approximately 22 minutes of process time, down from 111 minutes, an 80.2% reduction. For the 7,500 buses that successfully pass inspection, the process is reduced from 46 minutes to 20 minutes, a 56.5% reduction. 6,958 hours saved for all inspections annually within the division. Time savings reallocated to other law enforcement activities. Using an electronic form will save DSP printing and postage costs of approximately $1,850 annually. School bus companies will save postage costs by checking certifications electronically.
  DMV Skills Testing Availability Improvement Project: Improve skills test availability statewide by better meeting the demand for skills tests at each of the 82 permanent DMV offices. Look at pass/fail rates to ensure there is consistency and that only drivers who can operate safely can obtain a product.
From 2011 to 2012, 13.6% increase of customers who received their license at the same location they were issued a permit.. Reduction in legislative contacts and complaint letters regarding skills test availability. Projected demand was within 6.8% of the actual number of tests conducted. DMV now has year of performance data that will serve as a baseline for improvements in future availability of skills tests. Allows DMV to better allocate resources to meet varying customer demand.
  Milestone and Resource Tracking Report: Create an automated quarterly project milestone and resource and tracking report that managers will use to better utilize staff resources and more efficiently move projects through the review/approval process. New process generates a quarterly report which is pro-actively provided to partners. It takes a little over 9 hours per quarter, or approximately 37 hours per year, saving 419 hours in labor per year through the elimination of 10 steps. Provides partners with key information necessary for resource planning. Allows staff to proactively plan, resulting in more efficient and consistent performance. Some tools developed as a result of the project include a project calendar, schedule of standing management meetings, performance milestones and project timeline templates.
  Let Project Closeout, Phase I: Projects awarded through public bid letting are called Let projects. Increase the number of final payments to prime contractors within six months of work completion date to 45 percent by July 2014. DTSD established baseline data for measuring process improvement and identified best practices leading to quicker project closeout, including a future state process map. Identified six foundational elements to support implementation of process improvement and standardize the process across regions. Top impediments to closing finals projects within six months were identified, and 38 staff received basic Lean Six Sigma training.
  Transit Procurement: Transit Section and local government staff spend significant time on shared-ride taxi (SRT) service purchases. Reduce the turnaround time on reviews and approvals, reduce staff time spent on each SRT procurement, and enable the local communities to complete their steps of the process more efficiently and accurately. Reduced average duration of SRT procurement by 50 percent, which aids in financial and program management capacity and will help provide greater continuity of transit services in the community. Average Department staff hours on SRT procurement was reduced by 70 percent, saving 36 staff hours per SRT procurement annually to be reallocated to other business area purposes. Procurement toolkits were also implemented.
  Crash Scene Mapping: Decrease the time required to map crash scenes by investing in an upgraded electronic total station to leverage wireless data transfer and allow a single officer to complete the mapping process. Each crash scene mapping now takes approximately 56 minutes for one officer, down from the equivalent of 190 minutes for two officers, which increases safety by reducing the risk of secondary accidents. Contributes to reduced road closure time, valued at over $20/hour or $70/hour per affected auto or commercial vehicle, respectively. Reduced mapping time and staffing costs by 70.53 percent and saved 670 staff hours annually. Pilot implementation of one Trimble S6 Robotic Total Station.
  P-Card Coding and Approval: Current P-card coding and approval system involves staff throughout the agency, so a streamlined process will benefit many. Reduce staff time spent coding P-card transactions, and reduce the error rate of P-card transactions that require additional research and resolution. Approximately 175 P-card logs are submitted by card holders every two weeks for processing. The new process is estimated to save staff 3,200 hours annually in user information coding as well as coding for each purchase. Number of coding errors is estimated to reduce by 75 percent and save staff 250 hours annually to troubleshoot and resolve errors. This will allow staff to focus their efforts on other mission critical activities within the department.
  Post Crash Inspection: Following a crash involving a commercial motor vehicle (CMV) in which individuals are injured or disabling damage occurs, DSP inspectors generally perform a post crash inspection. Reduce the time required to complete the inspection by 25 percent and reduce the number of steps it takes to complete the process by 25 percent. Process improvements to data collection (e.g., standardized worksheets and training) will reduce scene clearance time for commercial motor vehicles by 21 percent and reduce staffing by 17 percent. The project will reduce the risk of secondary accidents and redirect staff to other mission critical activities. The new process will likely have a secondary benefit of reducing road closure times, saving drivers and businesses $20 for each auto and $70 for each commercial vehicle per hour of traffic congestion. Next steps are to distribute calipers and levels to all reconstructionists, provide training, and continue to track savings from use of new, standardized forms.
  DMV Phone Bank Quality Assurance: Division began recording all calls and developed an audit scoring system to evaluate the recordings. Define the customers’ expectations and identify the root causes of low quality of customer phone bank service and modify the initial audit scoring system to more accurately represent customers’ needs. Implemented a new audit scoring system that is more robust and more accurately represents customers’ expectations. Business area witnessed an increase in the average technical skills score among 564 audited calls. Work unit supervisors reported a reduction in calls escalating from representatives to supervisors. Established a baseline for quality phone performance for future improvement projects.
State Agency Project Overview Goals and Results
Department of Veterans Affairs 1) Provide an introduction to and training in lean methodology to division leadership and staff chosen to serve on Phase One project redesign teams

2) Choose 2-4 initial projects which represent internal processes and can be successfully improved using Lean Government tactics

3) Use Lean Methodology to define, analyze, measure, implement, and control sustaining changes within WDVA

4) Find projects that lessen employee work load while at the same time increasing customer satisfaction.
1) DVA has trained 20 staff members at the Yellow Belt Level and 4 staff members at the Green Belt level within the last 10 months. All Division Administrators and leadership have been through the 8 hour Executive Overview Training as well.

2) DVA's Phase One is complete - it included 2 Yellow Belt Level Projects and 1 Green Belt Level project. Phase 2 projects are currently underway and will be completed in 2013.

3) The DMAIC process has been used in the Green Belt level projects.

4) All projects completed speed up efficiencies while reducing work load burdens.
  Phase One: Green Belt Project - The Wisconsin GI Bill Certification Duplication Elimination Project: Eliminate duplicate applications for WI GI Bill certification and eligibility so veterans are able to receive an answer faster as they do not have 2 applications being processed in their records and it also reduces the work load for both the college/University and the eligibility staff here at DVA. Eliminated 3 steps for the certifying officials and saved the certifying officials at the schools surveyed an average of 4.5 work hours per week. The certifying officials reported that this project has reduced veteran "wait time" by an average of 2 weeks. Overall workload was reduced, efficiency was increased and veterans are getting their education approvals weeks faster than before.
  Phase One: Yellow Belt Project - The DVA Claims Office Project: Remove unnecessary steps in the claims appeals process with the U.S.D.V.A. thereby reducing the amount of time a veteran has to wait for their VA award or benefit. (Note - this is a project that helped reduce backlog and wait times at the FEDERAL VA -- the WDVA does not have backlog or excessive wait times for our programs). The claims team reviewed 185 claims that were about to go through the appeals process. 65 of these claims were resolved without going through the appeals process which saved the veteran 4 very lengthy and very time consuming steps (collecting evidence, sitting in front of a board, etc.). This saved approximately 400 work hours and reduced the backlog by 35.1% as these 65 cases did not "add to the pile" since they were resolved without the appeal process. These claims totaled $1.9 million dollars awarded to our Wisconsin veterans.
  Phase One: Yellow Belt Project - The CVSO Bulletin Approval Project: Reduce the number of steps and time it takes to get a CVSO Bulletin approved and submitted to all 72 CVSO's in Wisconsin. By getting CVSO Bulletins to the CVSO's faster, they are getting the information they need in real time in order to better assist the veterans they serve. Removed 6 steps from the CVSO bulletin process reducing the process from an average of 3-5 days from when a bulletin was drafted to when it went out to the CVSO's down to a matter of hours.
  Phase Two: Green Belt Project - New Employee Orientation Program  
  Phase Two: Yellow Belt Project - Cemetery Scheduling/Plot Program  
  Phase Two: Yellow Belt Project - Electronic submission and processing of Federal VA claims  
  Phase Two: Yellow Belt Project - Streamline School Group Booking Process
State Agency Project Overview Goals and Results
Department of Workforce Development IT Procurement Process: To Examine and Redesign the IT Procurement Process For Hardware and Software from the customer’s informal request to the point the product has been received and the vendor has been paid. Total Time Saved: 323.67 hours

Total Steps Reduced: 46 steps

Total Staff Trained: 15
IT Active Directory Account Creation (IT Security): Redesign the DWD IT security active directory account creation process from the account creation request through initial user login activation. PROJECTED

Total Time Saved: 172.35 hours

Total Steps Reduced: 27 steps

Total Staff Trained: 24
DVR Self Employment Process: Analyze and improve process for managing the DVR Self Employment Process. PROJECTED

Total Time Saved: 4000 hours

Total Steps Reduced: 13 steps

Total Staff Trained: 7
DWD Hiring Process: Re-engineer DWD hiring process. PROJECTED

Total Time Saved: 209.6 hours

Total Steps Reduced: 54 steps

Total Staff Trained: 17
UI Fact Finding / Adjudication Process: Examine and redesign UI adjudication process from the time an issue is identified through completion of fact finding. PROJECTED

Total Time Saved: 28.9 hours

Total Steps Reduced: 5 steps

Total Staff Trained: 13
Worker’s Compensation Application for Hearing Process: Examine and redesign process to set up applications for hearing on new and existing claims from the time a Hearing
Application is received by Workers Compensation through the point the application is ready to be served

Total Time Saved: 178.5 hours

Total Steps Reduced: 8 steps

Total Staff Trained: 13
UI Bureau of Legal Affairs Benefits Appeals Process: Examine and redesign UI Benefits Appeals process from the time an appeal is received by UI Hearing Office through
final decision.

Total Time Saved: 118.5 hours

Total Steps Reduced: 14 steps

Total Staff Trained: 14
Equal Rights Civil Rights Case Tracking Process: Examine and redesign the Civil Rights complaint process from origination through intake through investigation, mediation
and hearing.

Total Time Saved: 6099.5 hours

Total Steps Reduced: 7 steps

Total Staff Trained: 16
Service Desk Call process: o To examine and redesign the call process related to account creation and password recovery from discovery of initial problem through call received by Service Desk, triage and ticket closure/transfer. PROJECTED

Total Time Saved: 20.17 hours

Total Steps Reduced: 13 steps

Total Staff Trained: 11
Unemployment Insurance Bureau of Legal Affairs Tax Appeals Process: To examine and redesign tax appeal file handling by moving to paperless e-files while protecting file information, and by developing litigation management processes for attorneys and staff in order to move appeals to hearing within six months. PROJECTED

Total Time Saved: 2000 hours

Total Steps Reduced: 15 steps

Total Staff Trained: 11
Unemployment Insurance Program Integrity Process –
To examine and redesign the UI Program Integrity, Cross-Match and Fact Finding process from the time an assignment is received through completion.

Total Time Saved: 16 hours

Total Steps Reduced: 4 steps

Total Staff Trained: 9
Labor Industry Review Commission (LIRC) Appeals Process – To examine and improve the LIRC UI Case review process from the time a Petition for Commission Review (PCR) is received through final LIRC decision or court appeal. PROJECTED

Total Time Saved: 746 hours

Total Steps Reduced: 24 steps

Total Staff Trained: 16
Reengineering Acquisition, Payment and Information Disposition Systems (Rapids): To examine and redesign the processes used by the Rapids system in order to better position us for the upcoming ERP. This includes the process from the requisition to the cutting of the vendor checks. Processes are being reviewed, but the system will not be changed. PROJECTED

Total Time Saved: 61.55 hours

Total Steps Reduced: 15 steps

Total Staff Trained: 8
Unemployment Insurance Non-Automated Claims Process: To examine and redesign the processes for receiving incoming work through how work is organized and accounted for while pending distribution to staff. PROJECTED

Total Time Saved: 292.78 hours

Total Steps Reduced: 17 steps

Total Staff Trained: 8
State Agency Project Overview Goals and Results
Wisconsin Housing and Economic Development Authority Travel Expense Report Processing The team was able to make a 73% improvement. Worst case scenario had the process with 99 steps, excessive wait time on approvals, inconsistent management requirements, & high error rate. The process now has increased efficiency, consistency, knowledge, reduced steps, paper and processing time. Our goal was to reduce waste by 50%.
Paying PMI (Private Mortgage Insurance) WHEDA works with 8 vendors who provide PMI & invoice monthly. Testing of improvements to the major vendor are underway. Remaining vendors will follow. Payment to one of the largest providers had previously taken 2 days to complete & this month was done in 2 hours.
CROP Application Processing Project charter has been created & mapping should begin before the end of October, 2013.