A mid-sized State agency sought to move away from a business model burdened by paper-driven processes and system limitations and towards a more streamlined “paperless” environment. The agency identified the need to analyze the current state of the organization and define new, efficient business processes and technical solutions needed to manage and perform critical functions.
CapTech performed a Lean Sigma Assessment which initiated by capturing the agency’s business workflows through staff member interviews, documenting processes, gathering process metrics, and identifying and prioritizing improvement opportunities. CapTech adapted a custom approach to meet project needs by using Data Flow Diagrams to document processes because they effectively surface the current state without excessive diligence around detail that would be absent or significantly changed in the future state. Once the current state was documented and reviewed an impact analysis was performed to develop recommendations around technical infrastructure and design changes to produce process and system improvements. Finally, CapTech designed future state process models and developed impact/cost analysis for achieving process efficiency gains which were used as formal recommendations for the agency’s selection for implementation. To ensure the success of the project, CapTech consultants socialized process methodologies and project goals with stakeholders to establish a shared understanding and prepare them for the level of collaboration necessary for success. To establish trust and the necessary buy-in, CapTech communicated frequently and transparently while iterating through the discovery, analysis, and vision phases of the project.
CapTech’s process study identified significant opportunity savings resulting in less labor, better quality, improved throughput, increased productivity, and improved process visibility. The project successfully surfaced the core business requirements and laid the foundation for the future state process. The implementation included EDI and paperless workflow and repositories. After a large business transformation change management effort to train employees was completed, departments displayed a 20+% increase in productivity output while other departments realized labor savings of at least 30%.