Data Strategy & Lean Six Sigma Update

Presented by

Lynda Johnson Chief Performance Officer

August 4, 2015

• Overview of web based performance measure program

• Update on Lean results and success

• Update on Customer Relationship Management (CRM) System

Turning data into information and information into insight

Purpose

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Performance Dashboards

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• Centralized tool

– Compile, track, report

• Measures

– Relevant, consistent

– Reliable, accurate

– Outcomes

– Service levels

Performance Dashboards

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• Scorecards/Dashboards

– Intranet (Departments)

– Internet (City KPI)

• Alignment

• Monthly updates

Community Dashboard

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High Level Snap Shot

• Transparency

• Key Measures

• Drill down

• Updated Monthly

Community Dashboard Goal Level

• Key measures for each

Council Goal

• Trends

• Why important

• Current initiatives

Community Dashboard Measure Level

• Additional details

related to measure

• Links to related data

– Open data

– Reports

– Other measures

Next Steps

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Department Training

• May – November

Scorecards Created

• August – December

Community Dashboard

• November

• Large cities

• Compare data on key measures

• Share best practices

ICMA Comparative Data

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Lean Six Sigma Update

Improving Service Levels

Creating a Culture of

Improvement

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Continuous Improvement Reactive Improvements

• Technology implementations

• Complaints

• Audits

Shift to Proactive

• Lean Leaders

• Front-line staff identifying improvements

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Lean Leader Results

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TRAINED 134 Employees

Who

COMPLETED 53 Projects

Savings /

Avoidance of

$1,187,534 &

46,296

Hours

Leading

to

Trained Employees

13

0

5

10

15

20

25

Improved Service Delivery Reduced the number of days to process…

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Environmental Reviews 26 to 15 days

Encroachments 8 to 3 days

Commercial Zoning Reviews 7 to 2.2 days

TPW Green Sheet Sign-off 96 to 16.5 days

New Library Book Shelving 84 to 40 hours

Removed Non-value Added Steps

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Saved time eliminating unnecessary steps…

Crime Lab Assault Kits 2,625 hrs.

Public Events Invoice Processing 2,253 hrs.

Contract Meter Reading 1,080 hrs.

Pcard documentation 5,973 hrs.

Meter Re-check Process 1,803 hrs.

Consolidated Billing of Utilities Before:

– Received 41 electric invoices monthly

Now:

1 invoice from utility vendor

Reduced processing from 11.6 to 2 hours monthly (176 annually)

Vendor saved too

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Processing Developer CFA’s Before:

– Took 100+ days to release Developer Community Facility Agreement (CFA) Financial Guarantees

– Took 71 days to obtain contractor’s final close-out paperwork

Now:

Takes 5-7 days to obtain contractor’s paperwork

Takes <30 days after final inspection

to release/return financial guarantees

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Parks Volunteer Process Before

– Volunteers submit an application for each location, sport

– Applications vary; no online option

– Decrease in volunteers

Going Forward

Volunteer application system

Standard application; One application!

Saves 3,200 hours annually

Online application; revised website

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Rolling Hills Chemical Usage Before

– Operating at a higher chemical operating cost than other FW treatment plants

Now

Implemented new operating guidelines

Standardized testing process

Reduced CPM from $65.59 to $48.29

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Continuous Improvement

• What’s next

– New levels

• Lean Trainers

• Green Belts

– Key process reviews

– Identifying service levels

– FY16 Work Plan

More than 400 employees have participated on

teams

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The process For every sexual assault kit that comes in, Sundaye’s forensics team receives two identical evidence specimens from the hospital: one placed on a slide and one contained on a swab. Under the old process, the forensics team would examine the slide via microscope searching for DNA evidence, a process which took an average of 46 minutes. Once the DNA was located on the slide, the second identical specimen on the swab could be prepared for further testing.

Rather than waiting for DNA to be found, Sundaye’s Lean Leader project called for the team to begin all tests – including the visual inspection – at the same time. The evidence specimen on the swab is made into its own slide to be examined by the team, while simultaneously undergoing the AP chemical test and a time-consuming prostate specific antigens (PSA) test. This one change in procedure enabled the forensics team to decrease the length of time needed to process a single sexual assault kit from 6-7 hours to 3-4 hours and, ultimately, it helped reduce the overall time that the team spent in the lab without compromising the examination process or sacrificing the integrity of the evidence.

Once Sundaye and her team identify potential DNA evidence on their specimen, DNA testing can be performed on that evidence to develop an unknown genetic profile, which may then be entered into the Combined DNA Index System (CODIS) to compare to other cases and convicted offenders, both state-wide and nationally. “Each case requires a different approach,” Sundaye said, “so every day is like a new puzzle. But the most important thing about our work is that we hopefully provide some closure to the victims, and that we’re doing our part to keep Fort Worth safe.”

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Lean Leader project streamlines FWPD’s processing of sexual assault kits Posted May 13, 2015 - Roundup

Time is of the essence when it comes to keeping sex offenders off the streets. The trouble is, processing the evidence in an assault case isn’t quick work. “It’s very tiring, tedious work, to sit at a microscope for hours on end,” explained Sundaye López, senior forensic scientist at the Fort Worth Police Crime Lab. “There are many steps other than lab work that go into finding an offender, so the sooner we are out of the lab, the sooner officers can keep working the case.”

For many years, a backlog of sexual assault kits (SAK) plagued police forces across the state. In the case of Fort Worth, it was because these kits took significant time – often six or seven hours – to process. This significantly slowed down the search for convicted offenders and left many victims’ cases unresolved, even as forensics experts struggled to keep up with new cases coming in every week. As part of Sundaye’s recent Lean Leader project, she set out to reduce the length of time required to test sexual assault kits, so that the more than 1,000 kits in the local evidence room could be processed as quickly as possible.

Participants in the Lean Six Sigma program are given opportunities to develop their knowledge and professional skills, while also being empowered to affect real change in their departments by improving current processes.

Finding a solution - “Actual fire flow tests didn’t make sense when we were trying to save water during a drought, so we decided to work with our already-

existing water model technology to create simulations instead,” she explains. “Because the water model is regularly updated using data from what our water system is doing in real-time, we can simulate a fire at a certain point, and it will display similar results as it would if we tested it in the field.” Working with the water model system also compensates for another flaw in the original process: the changing pressures of the water system from season to season.

During the summer months, for example, people are watering their lawns and using more potable water. Therefore, the city’s pumps will operate more often and add more pressure to the system. Conversely, people water their lawns less frequently in the winter, which results in less water used and less pressure to the system. If a one-time test is run during the winter, as it was with the original process, that test wouldn’t be able to take the pressure fluctuations into account during the summer, and vice versa. The fire flow simulation gets around this problem by modeling different conditions experienced in the water system on an annual basis. Since its implementation five months ago, the fire flow simulation has saved the City of Fort Worth 180 hours of staff time, 3,600 hours of contractor’s waiting time, and a half-million gallons of water, which is the equivalent of a 5-foot deep swimming pool the size of a football field. The project is currently on track to save the city over 1.5 million gallons of water in a year.

“This project has exceeded our expectations,” says Wendy. “It’s been quite a team effort, spanning both the city’s Water and Fire Departments. We’re excited about the possibilities this project has opened up, as it has allowed us to complete contractors’ requests much faster and more efficiently...plus, we’re saving quite a bit of water that our residents can use in other productive ways!”

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Lean Leader project saves Fort Worth half-million gallons of water in five months Posted Feb. 9, 2015 Roundup

Using 2,500 gallons of water and at least an hour of employee time to run a single test isn’t exactly efficient. So when Wendy Chi-Babulal, an engineering manager in the Water Department, became a project manager for the city’s Lean Six Sigma Leadership program, she decided it was time for a change.

Pressure points - The Water Department often works with contractors who design commercial fire sprinkler systems

in new buildings. It’s important that the contractors know the availability and system pressure of the city’s water, so their sprinkler systems can perform accurately in case their building catches on fire. In order to provide this information for contractors, the Water Department’s field operation staff would conduct tests to determine the water system pressure near the building site. This involved placing a pressure gauge on one hydrant, while another hydrant nearby was opened and allowed to run for several minutes. Data from these tests would be used formulas that helped determine the design requirements for the fire sprinkler systems. To Wendy, it seemed like a waste of both city and natural resources to be pouring an average of 2,500 gallons of water per test down the drain in the middle of a drought. So she turned to the Water Department’s water system modeling software to solve the problem through technology.

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Lean Leader project team, from left to right:

Leo Montemayor, David Hernandez, Wendy

Chi-Babulal, Bob Morgan, and Esteban

Perez. Not pictured: Nick Dons and Viesha

Kaminska.

Participants in the Lean Six Sigma program are given opportunities to develop their knowledge and professional skills, while also being empowered to affect real change in their departments by improving current processes.

Customer Relationship Management (CRM) System

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• 2013 Study Feasibility of centralized call center with 311 and CRM

Inquiries

•Phone

•Email

•Web

•Other

Manage Work

•Create

•Route

•Status

•Resolve

Feedback

• Initial Requestor

•Staff

Reporting

•Volume

•Trends

•Exceptions

•Performance

Why CRM? System for managing interactions with residents, businesses and visitors

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What does an Enterprise CRM provide that we don’t have today? • Multiple ways to make a request • Centralized request tracking • Standardized processes and procedures • Consistent and coordinated responses • Minimize telephone transfers • Self-service status check • Integration with work order systems • Service levels • Reports, data, and analytics • Improve and manage the customer experience

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CRM Phases Phase I: Assessment

– 2013 Feasibility Study, volume

Phase II: Readiness – Knowledge Base Collection – Phone system – Back-end Business Processes Reviewed – Service Levels Determined

Phase III: CRM Implementation – FY2017 Budget Request – Software Implementation

• All platforms (web, mobile, Facebook, Twitter) • Phased approach

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Project Goals • Quick Implementation

• Reporting and Analytics

• Increase Productivity

• Citizen transparency

• Coordinate response

• Integration with work order systems

• Improve and manage customer experience

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Questions

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