Lean Six Sigma Case Studies Government

Lean Six Sigma Case Studies Government-43
The government agency, after extensive consultation with transport companies, pledged several efficiencies. First, the gazetted network was examined in order to include more routes.This reduced the number of permits required in the first place.

The government agency, after extensive consultation with transport companies, pledged several efficiencies. First, the gazetted network was examined in order to include more routes.

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Because the reduction in turnaround time equates directly to customer waiting time, this saving translated directly to the transport companies’ bottom line. Internally, the saving manifested itself as a leaner, shorter process; staff members were able to spend more time on value-added work.

Externally, the savings resulted in reduced waiting time for permits, enabling improved achievement of delivery deadlines.

Therefore, Six Sigma professionals working in government agencies must shift their focus from financial savings, the primary goal of projects in the business world, and make added value for customers their first priority.

Government agencies, by their very nature, exist to administer regulations.

And in so doing, the agency is helping drive down the costs of its important customers – a win-win situation.

This type of red tape reduction can be illustrated using the heavy vehicle permits example.

These regulations potentially affect the behavior of the private sector – the customers.

In some cases and often for good reasons, companies must comply with acts and regulations that add to their operating costs.

Second, the process for receiving, approving and issuing permits was examined and made leaner.

In this case, a DMAIC (Define, Measure, Analyze, Improve, Control) analysis revealed that the turnaround time could be reduced significantly by implementing the preferred solution – online permits.

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