Assistance with Process and Productivity Improvement. Process and Productivity Improvement is the fundamental rethinking and redesign of business processes aimed at improving performance. Our approach is based on industry standards and an emphasis on “meeting our clients where they’re at.” The narrative below describes the basic framework for our process improvement work.
Step 1. Establish the Vision – Prior to any BPR effort, we gain a clear understanding of project goals and the vision for the future state. If the goals and/or vision have not already been established, or if they are too vague, we facilitate a strategy session with organization leadership to understand the context of the problem and define a vision for the process improvement effort. Once the vision for the work has been articulated, we document it as part of the project management process.
Step 2. Understand the Current State – An important step in BPR is identifying which specific value processes need to be reviewed, dissected and performance problems often lead us in the right direction: long wait times, large backlogs of work, high error rates, low customer satisfaction, difficulties in meeting program goals, and high costs (as compared to other organizations or functions). Once we have prioritized specific processes for review, we scope the work ahead. This includes assembling a Process Improvement Team, usually comprised with those closest to the processes. Working with this team, we produce visual maps of the current state processes through facilitated sessions. In addition, during this phase, we also perform data collection to understand current state lead times, process times, throughput, etc. See one example at right.
Step 3. Identify Performance Problems – As we document the current state, members of the Process Improvement Team identify problems that impact the performance of the process from the customer's
Step 4. Redesign Processes & Develop Options for Improvement – After reviewing the process in depth, the Process Improvement Team develop options for addressing process problems. Common types of improvements include: Step 5. Plan, Stage and Sequence Improvements – once the Process Improvement Team has agreed upon a set of options for improving the process, we work with them to draft plans for specific, rapid, and "ready-to-work" experiments intended to validate options for improvement. We coach participants to make sure there are several improvements that do not require major new resources or technologies.
Assistance with Process and Productivity Improvement. Improved performance in Ohio In Cuyahoga County (Cleveland area), where we took over the Ohio Work Experience Program, we serve both TANF and SNAP participants. Within a few months of transitioning program services from another vendor, we raised WPR from less than 45 percent, to more than 60 percent — enabling the County to achieve consistency in meeting its monthly WPR for the first time in several years. We successfully changed participants' perception of the program by focusing more on using work experience as a gateway to a career, instead of busy work to avoid a sanction. Our approach puts participants on a pathway that connects unpaid activities to a permanent placement focused in a targeted career sector. MAXIMUS has a proven approach to help clients operationalize continuous process tools and techniques. Our experience encompasses review and recommendations for improving operational processes, information systems/technology, and human resources. In collaboration with the client, we develop specific approaches and tools to ensure our clients achieve the process improvement outcomes they expect. We work in close collaboration with client agencies to develop an actionable Process Improvement Implementation Plan. These plans establish the performance goals and benchmarks, select appropriate data to monitor, and include a specific continuous improvement plan. Typically, MAXIMUS works with state SMEs to model current (As- Is) and future (To-Be) business processes. The outcome of the business process analysis is to develop system requirements and business processes designed to: Align resources, process management, for performance and accountability Improve performance on the federal and/or state incentive measures Maximize both human resources and information technology Reduce costs Improve quality of customer service Develop system requirements
Assistance with Process and Productivity Improvement. XXXX's process review of the Florida child abuse hotline helped the state better respond to more than 300,000 annual reports of child maltreatment and improve the safety of Florida's most vulnerable children. WRMA has completed hundreds of projects with state and federal agencies that included business process analysis and improvement. WRMA (in concert with our partner, IBM) conducted for the Florida DCF a comprehensive process and procedures review of the Florida child abuse hotline, which receives more than 300,000 annual reports of child maltreatment across the state. We analyzed As-Is workflows, staffing structures, budgets, and performance data and used this information to recommend a new model for the hotline. Our recommendations were used to xxxxxx legislative support, allocate funds, and help revamp processes to improve the hotline's ability to respond to reports of child maltreatment. We provided process engineering, productivity improvement, and child welfare expertise to the Pennsylvania Department of Human Services, Office of Children, Youth and Families to replace 25 disparate IT systems and manual child welfare processes with a new IT system that connected information across 67 counties. Working with child welfare staff from throughout Pennsylvania, WRMA created new business processes that aligned child welfare casework with the new IT system in order to leverage the benefits of enhanced automated support. This allowed state staff to spend less time shuffling paper and more time protecting children. The WRMA team conducted business process analysis and re-engineering in anticipation of Delaware's new statewide child welfare automated IT system on behalf of the Delaware Department of Services for Children, Youth and Their Families (DSCYF), The system supports child welfare, juvenile justice, children's mental health, and DSCYF education programs. XXXX worked with state staff to develop As- Is and To-Be workflows for more than 50 processes. WRMA created these workflows to leverage the enhanced support of a new automated system and improve efficiency and automation. These workflows were used as the basis of the state's procurement for the system. Table 7 presents several additional examples of WRMA's process and productivity improvement projects. Wellness Research Monitoring Analytics Integrated Child Care Assessment, Ohio Dept. of Job and Family Services 🢝 🢝 🢝 Analyzed more than 40 state and county child care business processes Developed To-...
Assistance with Process and Productivity Improvement. CSG’s business process and productivity reengineering and improvement services help our clients develop new approaches to service delivery, resource management, financial control, and other processes that maximize the value of new technology and other program modernization investments. We analyze and design business processes and workflows to achieve effective integration of business systems, support expanded automation, eliminate bottlenecks and duplication, and streamline work processes for maximum efficiency. We also bring experience and expertise in methodologies such as Lean Six Sigma and the tools and techniques of Business Process Model and Notation for analyzing and redesigning business workflows. We routinely offer implementation support for process improvements that include customized priority rankings and post implementation performance tracking to further support sustainability and increased return on investment. Additionally, CSG services to assist with process and productivity improvement include: Business Case Development: Business Case Development training combines lecture and interactive exercises designed to provide participants with the guidelines for selecting an improvement project. This assures that the selected project is a process and not a general idea. We help evaluate processes such as improving and increasing productivity, reducing cycle time, reducing lead-time, and eliminating variations between processes. Lean/Six-Sigma Training: Training combines lecture, interactive exercises, and work group discussions designed to provide participants with detailed instruction on the methods and tools commonly used in Lean/Six-Sigma process improvement projects. CSG has experience providing advisory and assistance services to numerous states with their projects involving information and business systems for a wide range of state programs. CSG has built a team of dedicated consultants who have a wide range of skillsets to support our projects throughout all areas of government agencies. We establish regular workgroups led by senior managers with our project teams in the field, bringing together project managers and other team members to discuss challenges and solutions across projects, as well as keeping them up-to-date on what’s occurring nationally and informed on any new federal directives. Examples of our advisory and assistance services related to mission-oriented business programs or initiatives include: June 9, 2020 Program-Spe...
Assistance with Process and Productivity Improvement. Meridian offers services and assistance focused on process and productivity improvement designed to help clients drive efficiency. The Meridian team is comprised of process experts that have collaboratively assisted clients in business transformation initiatives that create innovative change through the balance of people, process and platform. Xxxxxxxx has a twenty-year track record within the public sector working to understand and assess current state processes then presenting recommendations and improvements that create measurable, sustainable change through actionable recommendations. This experience has driven the creation of a proven methodology and system that helps ensure success that incorporates the principles of both user-centric design through the following core actions:
1. Listen and Learn
2. Define User-centric Feedback Sessions and Discussions Discovery-Review of documentation, policy, and controls Further definition and review of process flows, data, roles, business rules, configuration, interfaces, technical configuration, programs, issues, and risks
3. Analysis
Assistance with Process and Productivity Improvement. Balmoral is often called upon by clients to assist with optimization of limited resources, including staff, budget, and facilities, requiring creativity and resourcefulness in process and productivity assessment. Our work has resulted in fundamental improvements for several clients, including FDOT, which completely revamped its specifications following our analysis and recommendations for procurement and quality control-related requirements. Revised rules streamlined product delivery and opened the market for additional competition and lower prices to FDOT. For the
Assistance with Process and Productivity Improvement. Balmoral approach to process and productivity improvement tasks is customized to the specific study. We use many tools to approach process and productivity improvement, which will vary based on the type of process or production at issue: optimization, qualitative review and interviews, statistical modeling, focus groups, and other approaches. Figure 14 offers photos of exercises used in past work sessions to identify common goals and needs from agency participants. Our typical approach would include our project Inception process, supplemented by additional interviews and/or review of historical records, depending on the subject matter. Whereas for other elements of the scope the Project Plan is generally resolved within a few business days, process improvements generally require more data collection to confirm the appropriate approach. As such the first 30% of effort may be attributed to developing the plan and constructing the baseline information against which process improvements will be compared. At acceptance of the Project Plan, our consultants will begin in xxxxxxx to model all elements of existing process (and historical if appropriate), allowing for each component to be isolated. This may occur through flow charts, C-maps (Conceptual process maps), and other approaches. Xx. Xxxxxxx’x innovative process mapping techniques will be valuable here. Our consultants will identify the contributing and conflating factors for each element. An example may be helpful. Say a procurement process includes passing a quality test that is difficult for many vendors to pass. The test is required because
Assistance with Process and Productivity Improvement. Our approach to providing process and productivity improvement services focuses on optimizing many aspects of our clients' organizations including operations, processes, and structure. Our process experts deconstruct and visualize business processes, identify value-added and non-value-added aspects of the organization’s processes, and formulate a future-state process environment driving efficiency across the organization. We design and implement solutions to meet strategic objectives while reinforcing change to sustain results. North Highland experts use business analysis techniques to document and understand the structure, policies, and operations of an organization, and recommend solutions enabling the organization to achieve its goals. Our team leverages deep experience in LEAN process improvement and our time-tested Process Excellence Framework to achieve measurable results for our clients. In delivering process and productivity improvement services, we focus on using the following techniques: § Discover – We work to understand where the organization is and articulate opportunities to make improvements in meeting the organizations mission. § Design – We quickly identify the future state, and partner with organizations to develop realistic, achievable implementation strategies and roadmaps for success. § Enable – We support our clients in executing the actions needed to achieve the desired future state.
Assistance with Process and Productivity Improvement. With the change in leadership in 2019, many state agencies began the daunting tasks of revising strategic plans, updating standard operating procedures, and identifying potential weaknesses with their existing processes. In addition, with the budget impacts of the COVID-19 crisis, most Florida agencies will be asked to do more with less. Whether related to new industries in Florida, such as hemp, or changes in federal funding procedures through FEMA and HUD, the depth of ICF’s national and international experience across so many diverse domains empowers us to share timely and unique perspectives directly relevant to Florida’s state agencies. For process and productivity improvement efforts, ICF applies its proven gap analysis approach, which starts with
(1) analyzing the current state, moves to (2) defining the future state, and then entails (3) developing an action plan to close the gap. Adapting this general approach, we take advantage of our technical experts to focus effort on the issues that we know from experience are likely to uncover the greatest opportunity. This same technical expertise enables us to quantify potential benefits, leading to priori- tized action plans. To analyze the current state, ICF draws on the tools of Lean, adapted for a service context (a variation of Lean’s original use for manufacturing). We find that approaches such as swim lane process mapping, SIPOC (suppliers, inputs, process, outputs, customers), and value stream mapping (i.e., identifying the seven types of waste) are effective at uncovering how an operation functions in practice rather than in the idealized state that often exists in an organization’s policy manuals. These approaches are most successful when they are implemented side by side with our clients and led by ICF’s technical experts, who possess shared, hands-on experience. To develop the optimized future state, ICF draws on the customer-centric principles of design thinking (e.g., empathy, user experience) to define alternative scenarios, which we then analyze for their impact on financial, service delivery, and strategic metrics. This quantitative analysis ultimately supports prioritized plans to close the gap, DocuSign Envelope ID: 5BF1998C-9A9A-4602-8351-F41AFE760225 specifying key actions and programs in the areas of people (including change management), process, and tools (e.g., technology, other infrastructure). Finally, successful action plans are fleshed out using the principles of PMI’s Project M...
