Process
Improvement that Works
Measurable
Results that Matter
These are actual results organizations accomplished
within two months of using Zoom For Change
process improvement steps. This is just a sampling of
results accomplished by organizations and departments
who use Zoom for Change process improvement tools.
View
results by department or
by process.
| 311
Call Back Process |
| •
|
The
City of Dallas’ 311 system will now call back
29% of citizens missed in the past when they had
requested a call back. The Zoom team designated
who’s responsible to call citizens back. They
eliminated software issues and provided cell phones
to City employees who needed them to contact citizens.
The savings are estimated at $202,000/year. |
| Accounting
Process |
| •
|
Administrative
Services—freed-up 40 hours per month of employee
time to process 20,000 claims each year by reducing
data lookups, training on data entry shortcuts,
and eliminating date stamping. |
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| •
|
Public
Health—the redesigned accounting systems at
this residential facility gives clients 24/7 access
to their personal bank account. Previously, accurate
account balances were available only 1 day a month. |
| Application
Process |
| •
|
Arts—saved
16 days per grant application (a 34% reduction of
processing time) by simplifying the application
form, developing an approval checklist, and eliminating
the pre-evaluation step. |
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| •
|
Economic
Development—tripled the number of grants closed
per month, and reduced the time to close-out a contract
by over a full year. These changes enable faster
creation of new jobs. |
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| •
|
Finance
Authority—eliminated a 3-month backlog of home
title guarantees while also processing 65 more applications
each week with no change in staffing. Homebuyers
receive titles quicker. |
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| •
|
Governor's
Office—cut the processing time for firearms
and pardons requests in half from 978 days to 480
days per application by reducing steps, requiring
the applicant to supply more information, and streamlining
the investigation process. The time saved freed-up
one full-time criminal agent per year to investigate
real crimes against citizens. See
the Case Study |
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| •
|
Public
Health—reduced customer wait-time from 21 days
down to 2 days per social worker license renewal
application. The data being collected from the new
online system helps schools provide better social
worker training programs. See
the Case Study |
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| •
|
Public
Health—saved 7 working days for each of the
over 7,000 paternity affidavits processed per year. |
| Case
Management Process |
| •
|
Public
Health Child Support Services—increased caseload
capacity by 60 cases per week without increasing
staff. |
| Claims
Process |
| •
|
Appeals
Board—reduced claims processing time from 93
days to 30 days by eliminating federal funds from
the process, reducing hand-offs, and drafting legislation
that cut in half the number of years vendors can
make a claim. |
| Collections
Process |
| •
|
Courts—will
save $58,000 per year by eliminating delays in collecting
fines caused by unnecessary reviews and missing
information. |
| Contracting
Process |
| •
|
Administrative Services—saved 22 workdays on
each of 800 vendor-purchasing contracts (a 96% reduction
in processing time) or 17,600 workdays saved per
year. |
| |
| • |
Administrative
Services—will save as much as $1.45 million
per year by paying contractors faster using a purchasing
card. |
| |
| • |
Public
Health—saved 76 workdays on Emergency Medical
Services contracts, which cut the processing time
by 53%. |
| Distribution
Process |
| •
|
Tourism—internal customers who had waited 27
days for material deliveries, now receive same-day
deliveries. Improvements included developing a quarterly
delivery schedule, e-mail ordering, and eliminating
an unnecessary approval step. |
| Grant
Acquisition |
| •
|
The
City of Dallas will improve their grant success
rate by 22% and save $200,000 per year in audit
costs using a centralized grant-tracking system
and post-grant award conferences. The Zoom team
also dropped grant-processing time from five months
to two months. |
| Help
Desk Process |
| •
|
Information
Technology—freed-up 100 workdays per year that
can now be spent really helping customers by eliminating
unnecessary screening questions that did not address
the customer's problem. |
| Inspection
Process |
| •
|
By
collecting re-test and re-submittal fees on fire
alarms, the City of Dallas will generate $83,000
per year in new revenue. By eliminating re-work
on building plans, archiving, and in duplicate computer
systems the City will see a cost benefit of $238,410
per year. They expect to see a 6% reduction in red-tagged
fire inspections, delighting building contractors. |
| Hiring
Process |
| •
|
Human
Resources—reduced the time to hire a new employee
by 26 days (a 96% reduction) to allow the employee
to begin work sooner. |
| |
|
| •
|
Hiring
laborers in the City of Dallas now takes 11 fewer
hours. To provide Department heads a list of Civil
Service candidates takes 20 fewer hours. The City
saved $245,000/year in training, advertising, and
processing new hires. |
| Investigation
Process |
| •
|
Commission
for Civil Rights—doubled the number of investigations
completed, dropped investigation time from 9 months
down to 4 months per case, and closed 18 more civil
rights complaints in one month than in any month
during the previous two years. Citizens are provided
greater due process protection and fairness. |
| Payroll
Process |
| •
|
Human
Resources—reduced processing time from 4 days
to 1.7 days per request for each of the 1,650 requests
per month. Improvements included consolidating and
simplifying the 150 types of requests, limiting
the documentation for 27 types, and stopping three
people from repeating the same step. This process
is now ready for the new automated system recently
purchased. |
|
C.
Geissler, Iowa Lt. Governor,
Iowa Governor, J Baumann |
| |
| |
| "ZOOM
works for Iowans. The results speak for
themselves: Social Workers now get license
renewals in two days instead of 21; Public
Safety can direct $363,000 more per year
to the front lines of protecting the public
because ZOOM streamlined travel costs; and
incident reporting, which protects loved
ones at the Veterans Home, now happens in
two days when it used to take 54 days."
Tom
Vilsack
Governor of Iowa |
|
| "Thinking
outside the box" was just another catchphrase.
After Zoom training, the words actually
have meaning and application… we can't
stop the flow of new ideas!
We've
reduced our turn-around-time and freed up
staff allowing them to concentrate on the
core business functions.
I
strongly recommend this program for all
business users.
Kerry
Carmen
Iowa Finance Authority |
|
| "Our
Zoom team was given a process that had been
worked on by another team for over three
years with no improvement. The team spent
less than a month and reduced the incident
report turnaround time by 52 days!
Our
whole organization is amazed and more teams
are starting."
Cindi
Hineman
Iowa Veterans Home |
|
|
| Permitting
Process |
| •
|
The
wait time for the City of Dallas Building permits was
cut 18 minutes/ customer and the permit processing time
11 minutes/ permit by reassigning staff and making appointments
for repeat customers. |
| Plan
Review |
| •
|
The
time it takes the City of Dallas to review a Fire Sprinkler
Plan will be cut in half to four weeks. |
| Reimbursement
Process |
| •
|
Parks—reduced
processing time from 60 days down to 10 days per grant
reimbursement (an 83% improvement) by reducing the number
of forms, eliminating redundant approvals, conducting
training, and allowing electric funds transfer. |
| |
| • |
Public
Safety—eliminating unnecessary executive-level approvals
on travel expenses will save $363,000 per year in airfare
increases that occur due to waiting for authorization
of travel plans. |
| Reporting
Process |
| •
|
Veterans'
Home—dropped the incident report turn-around-time
from 54 days down to 2 days (a 96% reduction) after discovering
that 1 signature, not 7, is required. The web-based reporting
system delights managers with customized data and enables
a faster pro-active response to safety problems. See
the Case Study |
| Tax
Process |
| •
|
Revenue—reduced
customer wait time by 18 days / inheritance tax return,
a 40% savings. The team eliminated redundant steps, including
balancing deposits, and expanded their database to generate
tax clearance certificates automatically when approved.
How was the department
impacted? |
| Vehicle
Make Ready Process |
| •
|
Fleet
vehicles in the City of Dallas will get license plates
and radios faster. Several City departments will save
five weeks of wait time and $30,000 per year. The Dallas
Police Department will receive additional marked squad
cars up to five months faster. |
Your
Organization Can Do It, Too
In less than a week, your organization's teams can be handling
problems using a proven successful combination of training
and facilitation. Your boss, employees and customers will
appreciate how quickly and easily they see tangible improvements
within your budget. You are assured a positive return on your
investment.
Present
Dynamics, Inc. and Outside
Edge, Inc. have partnered to offer this three-part
program of consultation, training and facilitation services
especially designed to propel your organization towards successful
preparation, introduction and implementation of customer-oriented
and bottom-line producing change initiatives, like process
redesign.
Contact
us today for more information. Find out how your organization
can improve customer service, save money and reduce wasted
staff time.
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