CI Projects 2018-2019

CI Projects 2018-2019

CI Projects 2018-2019
 

Project Problem/opportunity Improvements Results
Public notification process for develop-ment and planning applications It currently takes almost an entire work week to prepare a public notification including an advertisement in the local paper and a letter mailed to the property owner. Considerable manual effort is required. There is waste in rework and transportation and no one standard process that is documented. 
Approximately 8,000 notifications are sent each year.
Create one template for all notifications to improve consistency of message. Discontinue using mailing labels. Remove duplicate address information and use a mail merge for sending letters. Move planning notifications through the system quicker. Create written standards to document the new process. The goal of these improvements is to increase internal capacity with an estimated improvement of 30% reduction in rework, defects and transportation. Reduced time required to process one notification by 38-43 minutes (65-68% improvement) plus time savings for office services staff. Cost savings of $738 annually in envelopes, paper and postage.
Work Order Process (City Buildings) Only 56% of all service requests to City Buildings are received via Wennsoft, the system designed for work order entry and processing. Of those requests, 71% have incomplete or inaccurate information. This results in rework for staff, delays for those seeking service, and makes for an inefficient process. Establish a group of employees to act as departmental designates for the entry of service requests in Wennsoft. Develop and implement a training program for designates. The goal of these improvements is to increase the percentage of work orders that originate in Wennsoft to 85% (43% improvement) and to decrease the number of defective work orders from to 25% (65% improvement). A pilot will be conducted in the fall of 2019.
Improving electronic file management Network drive contained over 60K files. Staff had difficulty finding information in unorganized file structure. Risk that information could be lost or that information distributed and relied upon is not the most current. Undertook a 5S which allows for a sort, tagging and reorganization of folders and files. 44% reduction in number of files.
File and folder standards to reduce variation/create consistency.
Plan for sustaining the improvement including audits.
Improving process for employee learning and development Various and inconsistent processes.
Guidelines unclear.
72% of the time staff perform rework to process applications due to incomplete information received
One application form with guidelines, clarity of process for managers and staff.
Removed the requirement for signatures so form could move more efficiently. New Learning and Development policy developed for implementation in 2019
During the pilot: Overall steps in process reduced by 51%. Rework eliminated. Overall time to process an application improved by 55%
Reducing rework in printing process 30% of print jobs needed rework at intake due to missing information, being of poor quality, or not in the right format. Rework can impact the number of print jobs produced on time.
Staff estimated rework at 5-9 days/year.
Intake form changed, and visual management based guide created. Process “How to” information made available on the intranet.
 
Rework at intake reduced by 63% during pilot phase. Future state will see rework reduced and save 3.51 to 5.86 days of capacity.
Reducing turnaround time for the building permit process for residential new construction & renovations Process flow issues existed in building permit process. 80% of applications received with incomplete information requiring staff and customer follow-up and processing delays.
Average wait time for application to be set up for electronic processing in the Access Centre was 6 days.
Application form redesigned to support accurate collection of information.
Workflow improvements made in Access Centre. Visual management set up.
Eliminated fee at intake (now received on approval).
Average wait times at intake reduced to 1 day, a 93% improvement in this step and 24% improvement in lead time.
Incidents of rework reduced from 80% to 20%.
 
Reducing customer wait times at the Residential Drop Off, Robin Hood Bay During peak demand, specifically Saturdays, residents experience increased waiting times. Turn-around-time averaged 57 minutes and 11 seconds. Bin availability/uptime a factor in long wait times. Ensure sufficient contracted trucks available to haul bins to meet peak demand.
Maintain dedicated staff on Saturdays to compact bins.
Educate staff on traffic flow. Divert wastes to other areas of landfill.
Turn-around-time reduced by 29% to 40 minutes and 24 seconds.
Streamlining the seasonal employee transfer process Seasonal change of shifts leads to layoffs, rehires, bumping.
Unionized staff in a state of uncertainty.
Intense demands on HR staff causing overtime. Department delayed getting final staff complement.
Frustration for all.
Cycle time for the process is 17 hours.
Single form created.
Employees provided with bump options at time of layoff.
Use of mail merge eliminated manual input and errors.
Individual meetings with employees no longer required.
Cycle time reduced to 4 hours, a 77% improvement. Additional improvement in HRIS keying of data and lost productivity time when bumps actioned.
Reduce rework in recreation facility booking process Process for booking space for programs results in schedule conflicts, double bookings, unnecessary room set-up. Process has 7 hand-offs.
Staff rework such as follow-up emails, phone calls results in decreased productivity.
Impacts ability to deliver, advertise programs, and plan.
Frustration for staff and customers.
Allocate online administration rights to other staff. Standardize charts for submissions.
Create a room inventory with amenities.
Ensure program analysis is completed first. Enter all internal and yearly external programs one year in advance.
Impacts to be determined in 2019 - aiming for 50% reduction in lead time and rework, reduction in hand-offs to 3, reduction in lead time from 30 days to 10-15 day.
 
Streamlining the fire inspection process Approximately 35% of public assemblies in queue for inspection. Manual administrative work in process includes making notes during inspection, translating those notes to a form and then entering the info on a system at the office.  Each inspection takes about 3 hours. Paper process has been eliminated; existing technology being used. Removed need to track violations by paper – instead documented electronically. Use of tablets being tested which will eliminate manual note taking and data entry process.  Pilot underway. In early data collection, 15 minutes being shaved off an inspection – savings of one hour a day.
Reduce processing time for permits of new home construction, renovations and extensions by streamlining plan reviews On average, it takes nine days from the time the inspector receives the application from the Access Centre to process a new house construction file. Rework is frequent in terms of multiple customer contacts. A new fillable form was developed to enable building inspectors to send condensed, accurate information to clerical staff to streamline the creation of plan review letters. A standard checklist was developed to enable building inspectors to review plans with more accuracy and consistency. Results will be evaluated during the 2019 construction season. Goal is to reduce processing time for plan reviews by 30% resulting in less waiting time with improved service to the customer.
Reducing lead time for setting of grades in the permit process for new home builds, to reduce the overall timeline for permit approval For new home builds, setting the grade is a key piece of information in the process. In the current situation, no further work occurs until this step is complete (i.e. it can be a bottleneck). The timeline associated with this process directly impacts the time at which the customer can receive their permit. Application form has been modified so applicants know the topography of the land must be considered in house design. Dedicated staff time to review grades has also been established. Results will be evaluated during the 2019 construction season. The goal is to reduce the lead time for setting grades by 30%. It is also anticipated that rework may be reduced.
Improve purchasing process 30% of requisitions require rework and there is a need to improve clarity of information and standardize processes for all types of purchasing as well as improve the processes within specific departments. Several improvements have been identified and are being prioritized. These include:
  • Creating a decision tree to help with purchasing tool selection.
  • Undertaking training for all staff that use purchasing tools.
  • Improving the Vendor form and associated process.
  • Review pick list inventory and standing offer options.
  • Use mistake proofing workplace – especially for attachments re: thresholds.
  • Review divisional processes and reduce waste.
As each improvement is implemented in pilot stage, data will be collected to determine the impact of the improvement towards the goals