government
With GLSS, the organization reduced average tow process completion time from 9.6 days to 6.2 days, a 35% improvement that accelerated vehicle removal and improved service to the public.
With GLSS, this Air Force medical support team significantly simplified their processes and reduced errors to under 5%.
With GLSS, this New York government agency reduced the payment time from 56 days to an average of 3 days—a 95% reduction.
With GLSS, the United States Military reduced hiring lead time from 42.8 days to 26.4 days—a 38% reduction.
With GLSS Green Belt Training & Certification, this state government agency achieved a remarkable 92% reduction in regulatory compliance defects.
Hiring Project Managers took far too long—up to 115 days. This excessive S&T’s ability to support R&D projects efficiently resulted in slower project delivery times. With GLSS Green Belt Training & Certification, they reduced the time to 57 days—a 50% improvement.
Regular logins led to users being more aware of their password status, which dramatically cut down the number of reset requests from 2.8 per day to 1.3 per day—a 54% reduction!
How can any resource-limited government agency fulfill its responsibilities and provide the highest level of service? By evolving into a community of problem solvers dedicated to fostering a culture of continuous improvement.
Bolstered by their success (doubled their goal of a 20% reduction in lead time and completed the project in under 6 months), the team continued to identify and implement further improvements—the culture of problem-solving was palpable!
The Federal Emergency Management Agency (FEMA) came under considerable criticism after hurricane Katrina for its slow response. beta-wp.goleansixsigma.com Green Belt Charles White really dug into FEMA’s processes and identified opportunities to make significant improvement with some common sense changes to material handling and loading.
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