Regulatory Delivery

International

WoG Process Reengineering

Overseeing the Streamlining of Government Services
Step 2:
Design

Use tools such as time and motion studies and your

creativity to redesign those problem areas and using
benchmarking to set your improvement targets

53
 Step 1: Discover Step 2: Design Step 3: Deliver Step 4: Continuously Improve

2.1. Benchmark best practices

and key metrics

55
 Step 1: Discover Step 2: Design Step 3: Deliver Step 4: Continuously Improve

Benchmarking Techniques
• How does the best barangay/city/state or team
do it?
• How does a comparable organization do it - a
similar process in another group of agencies or
another country? How do they organise their
service and manage it?
• How do they monitor their performance? Are
their metrics different from yours? Are there
commonly agreed metrics that you can
follow?
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 Step 1: Discover Step 2: Design Step 3: Deliver Step 4: Continuously Improve

2.2. Design the desired

state

58
Step 1: Discover Step 2: Design Step 3: Deliver Step 4: Continuously Improve

Straight
Through
Process

59
 Step 1: Discover Step 2: Design Step 3: Deliver Step 4: Continuously Improve

Were there times when you heard

the client is saying “I already
submitted this to that department”
or “Why not get the document
from the other office directly”
or “Why do I have to make several
copies of these docs…”? What did
you do?
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Step 1: Discover Step 2: Design Step 3: Deliver Step 4: Continuously Improve

Level
1 Name of Service
Level
2 Agencies Involved
Level
3 Process Flow
Level
4 Activity Description
Level
5 Document Flow
Level
6 Data Flow

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 Step 1: Discover Step 2: Design Step 3: Deliver Step 4: Continuously Improve

2.3. Embrace
digital

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Step 1: Discover Step 2: Design Step 3: Deliver Step 4: Continuously Improve

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 Step 1: Discover Step 2: Design Step 3: Deliver Step 4: Continuously Improve

What do you think will happen if

most of our work today are
already digitalized and/or
automated?

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 Step 1: Discover Step 2: Design Step 3: Deliver Step 4: Continuously Improve

2.4. Check that you have not

removed necessary controls

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Step 1: Discover Step 2: Design Step 3: Deliver Step 4: Continuously Improve

It is important
that the cost of
control should
be less than the
value of the risk
identified.
Do not add extra
checks unless
they are really
needed.

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 Step 1: Discover Step 2: Design Step 3: Deliver Step 4: Continuously Improve

2.5. List what you want to

change

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 Step 1: Discover Step 2: Design Step 3: Deliver Step 4: Continuously Improve

Activity Indicator to measure

Who is The change The
and involved improvement the
issue improvement
Handover from Agency A team Create a Reduced rework Ideal: time from issue of
Agency A to (6 standard time for both certificate to Agency B
Agency B: people) checklist of agency teams being able to process
information to (not measured currently)
Agency A sends Agency B hand over to Reduced
the certificate but submissions Agency B with processing Actual: time from Agency
keeps getting team (2 the certificate time for client A issue of certificate to
questions back people) Agency B issuing
about it Cost reduction decision
for client

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 Step 1: Discover Step 2: Design Step 3: Deliver Step 4: Continuously Improve

2.6. Prioritize the list of

changes

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 Step 1: Discover Step 2: Design Step 3: Deliver Step 4: Continuously Improve

Time:
Control: Complexit Cost /
quick
Improvement Owner who else y: what Benefi Priority
win, 1-3
must give kind of t
months,
approval change? (savin
or longer
g)
1. Create standard Head, Agency No other Simple: internal Quick win 8hrs per High
checklist for A certification approval process submission,
Agency needed.
A to handover to team Just agreement each team –
Agency B with from Head, value in Pesos
certificate Agency B
submissions
team

2.

3.

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 Lean Management

• Lean management uses

methods for eliminating
factors that waste time,
effort or money.

• Done through analysis of a

business process and then
revising it or cutting out any
steps that do not create
value for customers.

The Five Principles of Lean by Doanh Do, August

2017
Module 1: Measurement of Lean Metrics – Lean
Principles
 Lean Principles (for the Public Sector)

1 1.Define VALUE

Map the VALUE

2
STREAM

3 Create FLOW

Pursue
4 PERFECTION

Module 1: Measurement of Lean Metrics – Lean

Principles
 What is Value?
Value is what makes the clients happy and
satisfied.
…what taxes and fees are used for.
…the opposite of waste.

Module 1: Measurement of Lean Metrics – Lean

Principles
 Six (6) areas of improvement on Kaizen Cycle

P = Productivity Improvement
Q = Quality Improvement
C = Cost Reduction
D = Delivery on Time
S = Safety Improvement
M = Morale Enhancement

Module 1: Measurement of Lean Metrics – Lean

Principles
 WASTE is anything that adds cost
to the product without adding value
as perceived by the customer.

Module 1: Measurement of Lean Metrics – Lean

Principles
 Defects
• Data entry error
• Documents error
• Missing information
• Missing specification, lost records
• Substandard public works
• Late projects, response
• Machine malfunction

Module 1: Measurement of Lean Metrics –

DOWNTIME
 Let’s just say I
read these…

Overproduction
• More information than the
citizen needs
• More information than the next
process needs
• Creating reports no one reads
• Making extra copies

Module 1: Measurement of Lean Metrics –

DOWNTIME
 Waiting
• Waiting in a batch
• Waiting for emails, presentations
• Waiting for system back-ups
• Waiting for copy machines
• Waiting for a response
• Waiting for a handed-off file to
come back

Module 1: Measurement of Lean Metrics –

DOWNTIME
 Non-utilized Talent
• Employees not empowered participate in
quality and productivity programs, or to
make changes to the current systems
• No delegation

Module 1: Measurement of Lean Metrics –

DOWNTIME
 Transportation
• Retrieving, storing, or carrying
documents to and from shared
equipment
• Taking files to another person
• Going to get signatures
• Bringing things to another facility

Module 1: Measurement of Lean Metrics –

DOWNTIME
 Inventory & Work
in Progress

• Files/ applications waiting to be

worked on
• Open projects
• Office supplies
• Emails waiting to be read
• Unused records in databases

Module 1: Measurement of Lean Metrics –

DOWNTIME
 Unnecessary
Motion
• Searching files
• Extra clicks or keystrokes
• Clearing away files on the desk
• Gathering information
• Looking through manuals
and catalogs
• Handling paperwork

Module 1: Measurement of Lean Metrics –

DOWNTIME
 Extra Processing
• Excessive review and approval.
• Repeated manual entry of
data.
• Unneeded formatting and
animation.
• Long reports

Module 1: Measurement of Lean Metrics –

DOWNTIME
 8 Types of Waste: D.O.W.N.T.I.M.E.

Defects Overproduction Waiting Non-utilized talent

Efforts caused by Production that is Wasted time Underutilizing
rework, scrap and more than needed or waiting for the next people’s talents,
incorrect information before it is needed step in a process skills & knowledge

Transportation Inventory Motion Extra-Processing

Unnecessary movements Excess products and Unnecessary More work or higher
of products & materials materials not being movements by people quality than is required
processed by customer

Module 1: Measurement of Lean Metrics –

DOWNTIME
 Imagine:
Materials, Energy & Information flow like water.

Check & Evaluate

Validate request against Approve License
Client Request Receive Fees Issue License
credentials agency to Operate
standards

• Materials – documents, forms, paper money/checks

• Energy – Electricity, strength
• Information – verbal, written, electronic

Module 1: Measurement of Lean

Metrics
What makes the process
discrete?
Lack of Waiting for Organization
Lack of or too personnel, signatories, boundaries,
much No Transpo., Typing errors, extra
information, Extra no materials processing
extra motions processing

Evaluate
Check & request against
Client Request Validate agency Approve License Collect Fees Issue License
credentials standards to Operate

Complaints,
Clients Batched up Batched up Batched up Clients
Correcting
forming lines forming lines
Errors
documents documents documents,

Module 1: Measurement of Lean

Metrics
 DMAIC Approach to Process
Streamlining
PLAN :
Define the process (mapping)
Measure performance &
baseline Analyze to identify
wastes

DO:
Improve and simplify

CHECK/ ACT:
Control, monitor, evaluate and standardize

Module 1: Measurement of Lean

Metrics
 Defining Processes

• The processes are defined in your Citizens’ Charter

• Start and an End
• Process owner
• Customer ( Internal or external)
• Supplier ( internal or external)
• Performance measures applied

Module 1: Measurement of Lean

Metrics
 Our Citizens’ Charter

Module 1: Measurement of Lean

Metrics
 Our Citizens’ Charter
Charter Other steps (Our Journey)

Module 1: Measurement of Lean

Metrics
 Streamlined Process
The customer journey
Streamlined Charter Our Journey

No extra costs
No ARRIVE
compliance No extra
cost processing
No extra trips to and additional
other agencies motions
No queues/ GO HOME
waiting

• 1 Step for critical process

• Minimal Transaction Cost
• No Compliance Cost
• 1 Signature
• Electronic Documents
• 5 min < Turn Around Time (TAT)

Module 1: Measurement of Lean

Metrics
 Some Things to Note:
• Some processes are created to compensate for human errors
• Processes evolve and create more waste

• Some processes or steps evolve through new technologies,

politics, war, crime rate, terrorists, socio-economic conditions,
diseases (which may no longer exist)

• Some processes can be eliminated by technology and

innovation but remain as legal requirements
• We can benchmark similar processes from different agencies
(not necessarily the same service)

Module 1: Measurement of Lean

Metrics
 The 6 Measures

1. Turn-around-Time: Start to end time

2. No. of Steps: CC + your journey
3. Transaction costs: Costs you charge the citizen
4. Compliance Costs: Costs the citizen bears separately
5. No. of signatures: Signatures needed vs total
6. No. of Documents: Sheets Produced
7. Other measures

Module 1: Measurement of Lean

Metrics
 The Goal: One Piece Flow

• Only one piece being processed per workstation

• No pile of work in the “in” box
• When the process approaches one-piece flow:
• Wastes are exposed and “plead for solutions”
• e.g. Rework due to errors become obvious,
also machine breakdown, extra motions etc...

Module 1: Measurement of Lean

Metrics
Regulatory
Delivery
International

Thank you for your

time.