ohio department of public safety bureau of motor...
TRANSCRIPT
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Ohio Department of Public SafetyBureau of Motor Vehicles
BMV Remittance ProcessingFebruary 22 – 26, 2016
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How Did We Get Here?
• September 2014, manpower was reduced due to mass retirement
• Mistakes were made that touched customers
• 642 overtime hours were spent by the agency
• 38% manpower loss
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A Different View
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• What is the first step in the process?– Our process begins with sorting of mail
• What is the final step in the process?– Our process ends with 3 separate, concurrent process steps:
• Issue registrations• Update suspension link• Issue dealer license
Event Scope
Issue registrations
Update suspension link
Issue dealer license
Sorting of Mail
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Process Improvement Goals
Reduce the number of
“rework” hours by 50%
Reduce dealer
licensing processing
time from 2.5 to 1.5
days
Reduce citizen
turnaround time from
3.25 to 2.25 days
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Event Baseline Data
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Event Baseline Data
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• Customer focused
• Right people changing the process
• One week-quick and action oriented
• Necessary resources available immediately
• New process implementation begins next Monday
Change for the Better
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Day One• Level setting• Scope of event• Stakeholder identification• Gemba Walk• Current state mapping
Day One• Level setting• Scope of event• Stakeholder identification• Gemba Walk• Current state mapping
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Day Two• Finish current state
mapping• Waste identification• Value added discussion• Lean Six Sigma training
Day Two• Finish current state
mapping• Waste identification• Value added discussion• Lean Six Sigma training
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Day Three• Brainstorming• Analysis• Problem solving• Process redesign
Day Three• Brainstorming• Analysis• Problem solving• Process redesign
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Day Four• Future State Process• Discussion and
consensus• Implementation planning• Details
Day Four• Future State Process• Discussion and
consensus• Implementation planning• Details
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Today - Day Five• More implementation
planning• Celebration• Sharing results
Today - Day Five• More implementation
planning• Celebration• Sharing results
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69
Current State
Process Steps 173
Decision Points 115
Handoffs 45
Loopbacks 37
69 Points of Waste
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Current vs Future
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Summary Scorecard
Measure Current Level NEW Change
Process Steps 173 47 73%
Decision PointsHandoffs &Loopbacks
1154537
17181
85%60%97%
Process Lead Time
3.9 days – 339 days 7.4 hrs – 8.05 hrs
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Simpler
• Fewer forms used in process
• Customer-friendly forms
• Fewer loopbacks
• Improved correspondence tracking
• Right people doing right part of the process
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Faster
• Less travel
• Fewer touches in process
• Less handoffs
• Customer processed faster
• Fewer delays
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Better
• Fewer rejects
• More time doing value-added work
• Less redundant auditing
• Quality Assurance moved to beginning of process
• More accountability
• Improved overall communication
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Less Costly
• 4,435 redirected hours per year
• $8,774.29 annual cost savings– postage, paper and
envelopes
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• Communication
• Training
• Form/Envelope Revisions
• Implementation Plans – Mail Center & Research
• IT Integration
• Metrics/Dashboard
Action Registers
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Communication Plan
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Training Plan
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Form/Envelope Revisions
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Implementation Plans –Mail Center and Research
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IT Integration
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Metrics/Dashboard
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Special Thanks to…
Senior Leadership:Director John BornAssistant Director Joe MontgomeryMark Gibson, Policy ChiefRegistrar Don PetitCurtis Mayhew, Chief of Staff
Sponsor: Team Leader:Kathleen Corrigan Wanda Freeman-Dixon
Facilitators:Kevin Palicki Scot BurbacherPatrick Wilson Christine Vincenty (Special Notice)