Lean Business Process Improvement in the
Executive Branch of Iowa State Government
As of 01/01/16

Dept Key Sponsoring Department

CY '03
CY '13

Scheduled '16
ABD Alcoholic Beverages Division (Dept of Commerce)
BME Board of Medical Examiners
DAS/GSE Dept of Administrative Services, General Services Enterprise
DAS/HRE Dept of Administrative Services, Human Resources Enterprise
DAS/HRE Dept of Administrative Services, State Accounting Enterprise
DCA Dept of Cultural Affairs
DHS Dept of Human Services
DIA Dept of Inspections & Appeals
DNR Dept of Natural Resources
DOC Dept of Corrections
DOM Dept of Management
DOT Dept of Transportation
DPD Dept of Public Defense-Military Division
DPH Dept of Public Health
DPS Dept of Public Safety
HSEMD Homeland Security Emergency Mgmt Division
IBEE Iowa Board of Educational Examiners
ICN Iowa Communications Network
ICRC Iowa Civil Rights Commission
ICSAC Iowa College Student Aid Commission
IDA Iowa Dept on Aging
IDR Iowa Dept of Revenue
IEDA Iowa Economic Development Authority
IFA Iowa Finance Authority
ILOT Iowa Lottery
IUB Iowa Utilities Board (Dept of Commerce)
IVH Iowa Veterans Home
IVRS Iowa Vocational Rehab Services
IWD Iowa Workforce Development
OEI Office of Energy Independence
PLB Professional Licensing Bureau
(Dept. of Commerce)
Department of Human Services &
Department of Inspections and Appeals
Other Area Agencies on Aging
Other Blackhawk County Conservation
* First event occurred in CY'03

Dept Year Business Process Old Process New Process
ABD 2006 Accounting - Class E Invoices & Taxation Process Delays reduced 81%; steps reduced 62%
ABD 2006 Order Entry Steps reduced 65%; delays reduced 33%
ABD 2012 Order Entry Delays reduces 34%, decisions reduced 40%
BME 2005 Disciplinary Investigative Process Implemented:
  • Expanded screening process
  • Medical Advisor on staff
  • Board review checklist
  • Investigative game plan
  • Expanded use of electronic communication / record-keeping / database
BME 2006 Peer Review Delays reduced 73%; lead time reduced 51%
DAS-GSE 2006 Vehicle Fleet Specifications Reduced bid packages from 15 to 2
DAS-GSE 2009 Bidding Process Delays reduced 44%, steps reduced 42%
DAS-GSE 2015 Motor Pool Invoice Process Delays reduced 31% and handoffs reduced 33%
DAS-HRE 2006 Grievance Resolution Delays reduced 94% - 100%
DAS-HRE 2007 Job Classification System The team redesigned tools for easier processing, delegates authority-giving departments more involvement, utilizing training and communication to help people understand the process.
DAS-HRE 2008 Recruitment Process Team worked on following:

  • Brass Ring updates to improve access by applicants and develop candidate self-screening tools
  • Targeted professional recruitment including sharing candidates among agencies
  • Internship/COOP program
  • Flexibility with selectives that fit needs of agencies
  • Ambassadors/Community events
  • Improving data reports to agencies from DAS
  • Increased Communication from DAS to agencies
DCA 2004 Section 106 Permits 142 steps, 30 delays, 29 hand-offs 74 steps, 8 delays, 11 hand-offs
State Historical Preservation Office: HUD submittals 50% defective 100% complete
State Historical Preservation Office: Review Comments Turnaround Time 20 days 13 days
DCA 2005 Arts Council Grant Application Major 10 to 12 weeks Major 4 to 6 weeks
DCA 2005 Great Places Program Design Concept Program designed in 4 days
DCA 2006 Historical Resource Development Programs Grants Steps reduced 68%; delays reduced 93%
DCA 2006 State Historical Museum - Exhibits Delays reduced 100%; steps reduced 80%
DCA 2006 State Historical Museum - Collections Steps reduced 39%; hand-offs reduced 75%
DCA 2013 Records Retention This was a collaborative effort to across the Executive Branch to address how records are managed from their creation through their final disposition.
DHS 2005 FIP Diversion Refocused program
DHS 2006 Interstate Compact for the Placement of Children Delays reduced 79%; decisions reduced 83%; loop-backs 99%
DHS 2006 Organizational Design & Workflow (4 processes) Steps reduced 55% to 84%; delays reduced 33% to 66%
DHS 2006 Child Abuse Appeals Steps reduced 42%; hand-offs reduced 46%
DHS 2008 Food Assistance Error Rate Implemented process improvements in the Food Assistance application process which resulted in: Steps reduced by 62%, hand-offs reduced by 58%, decisions reduced by 51%, and developed a new process for ongoing monitoring, learning, communication, and continuous improvement.
DHS 2009 Food Assistance Employment and Training (FSET) Examined current program for DHS, IWD and sub contractors and how to expand it.
DHS 2010 Out of State Placement Process Created new standard process in place of various non standard existing processes; reduced steps, decisions and lead time by over 30% each.
DHS 2010 Child Protective Intake Increase ease and efficiency for staff and timeliness of response for customers.  Reduced Child Protective Intake cycle time by 63% and delays by 91% for a total reduction of lead time by 79%.
DHS 2011 CFEU Applications The Centralized Facility Eligibility Unit of the Department of Human Services developed a clear method of processing facility applications through a streamlined approach to ensure timely processing of applications.
DHS 2011 Des Moines Service Area Family Track Process The Event designed a “virtual” office concept to process family track applications.  This will lead to a decreased backlog and increased ability to meet the customer demands. 
DHS 2011 Centralized Facility Eligibility Unit-Redetermination Design Designed a standardized, efficient, and clear method of processing CFEU redeterminations from the time a Case Activity Report (CAR) or application (i.e., in cases when an application for a Medicaid program client is forwarded prior to a CAR) is received to the time it is completed and forwarded to the Ongoing Worker for case maintenance.
DHS 2011 Linn County support staff Standardized (3) key support work processes. Steps reduced 35% and decisions by 55% in the mail process. Steps reduced 18% and decisions reduced 31% in the front desk apps process.
DHS 2011 Income Maintenance Customer Service Ctr Processing Designed a method of processing and completing changes by the Customer Service Unit.
DHS 2011 Linn County support staff Standardized (3) key support work processes.  Steps reduced 35% and decisions by 55% in the mail process. Steps reduced 18% and decisions reduced 31% in the front desk apps process.
DHS 2011 Income Maintenance Customer Service Ctr Processing Designed a method of processing and completing changes by the Customer Service Unit.
DHS 2011 Polk Co. Child Protective Assessment Delays reduced 15% and lead time reduced 65% for work completed in 24 hour cases prior to the determination of founded/confirmed/non-confirmed.
DHS 2012 Eastern IA Supervisor Support VSM The team gained an understanding of the work and the time spent by Social Work Supervisors on their work, and how those requirements have an impact on their availability to the direct line staff.
DHS 2012 New Claims Unit Designed a standardized Centralized Service Area Claims Recovery Unit process from the time a potential overpayment incident is brought to the attention of the Unit to the time corresponding appeal rights are exhausted, to include entries in the OPR system and any related tracking entries.
DHS 2012 Bureau of Refugee Services Reduced steps by 58%; decisions reduced 65%
DHS 2012 Title IV-E Eligibility Reduced steps by 48%; decisions reduced by 85% and delays reduced 47%
DHS 2012 Child Welfare Adoption Delays reduced by 32%; Steps reduced by 8%. Identifying and implementing efficiencies across workers was a key outcome in the new process.
DHS 2013 Differential Response Designed the work flow process for the DR system, starting at the point of accepted allegation of abuse through completion of the assessment.
DHS 2013 Improving Permanency Outcomes This design event focused on improving permanency outcomes for children in foster care placement when timely reunification is not likely to occur.
DHS 2013 Child Care Compliance Designed a standardized, efficient, and clear work management process for CCAU and filed Child Care Compliance workers.
DHS 2013 Customer Service Designed a standardized work processes for the customer service teams in the Western Service Area.
DHS 2013 Records Check Evaluation Developed standardized work processes as related to record check evaluations.
DHS 2013 Recoupment of Overpayments Develop Standardized processes for the regulation of Registered Child Development Homes as related to the recoupment of overpayments.
DHS 2014 Transition Planning Design a standardized process for Transition Planning Specialists serving on behalf of eligible DHS children from the time they turn 16 years of age until the time they become ineligible for DHS services.
DHS 2014 ELIAS Business Process Redesign Redesign of all current business processes for the ELIAS system.
DHS 2014 CFEU Application Process Redesign of a method for submitting and processing facility applications working collaboratively with long term care providers.
DHS 2014 FMLA Standardization Develop a standardized method of processing and approving FMLA paperwork that can be replicated amongst various divisions.
DHS 2014 ESA – Placement Stability Develop standard process collaboratively with other entities outside of DHS to improve placement processes and outcomes.
DHS 2014 Security and Privacy Office Develop consistent business process for security and privacy tracking and reporting.
DHS 2014 CINA- Intake/Assessment and CA Assessment Develop consistent statewide business processes and job aids for child welfare staff, part of larger project - Manual Development- w/ major job duties captured and published for all staff to remove waste and reduce variation.
DHS 2014 Foster Care Review Board Develop a standardized, efficient, and clear business process, for staff interactions between DHS and CAB for Foster Care Review Board hearings from the time a child is placed in foster care to the time the FCRB report is delivered to court.
DHS 2014 Relative Placement Identify the best practice for placing children with relatives from the time a placement is needed through placement with a relative or foster care family.  Additionally, identify a clear process for ongoing searches for relatives up to and including the disposition hearing and all documentation.
DHS 2014 ELIAS Help Desk/Level 1 Work Flow Streamline the work flow process from the point an issue is communicated to Level 1 until processed to Level 2. Then from the point received from Level 2 through dissemination to the field.
DHS 2014 Dependent Adult Abuse Intake and Assessment Develop consistent statewide business processes and job aids for child welfare staff, part of larger project - Manual Development- w/ major job duties captured and published for all staff to remove waste and reduce variation.
DHS 2014 Medicaid: Annual Reviews Develop consistent statewide business processes and job aids for child welfare staff, part of larger project - Manual Development- w/ major job duties captured and published for all staff to remove waste and reduce variation.
DHS 2015 Social Work Review Process Develop a standardized process/tool to review cases beginning with an initial accepted intake, and including subsequent urgent rejects and additional information, through the end of the CPA assessment.
DHS 2015 Income Maintenance Worker Training Develop a standardized training process from the time a new IM position is filled through the complete training of an IM worker.
DHS 2015 Standardize and Automate Referral to FSRP/SPS Design a standard work flow process for referral to FSRP and Safety Plan Services, and maximize the automation of the process.
DHS 2015 Child Placement Stability
DIA 2006 Health Facilities Complaint Intake Delays reduced 80%; steps reduced 56%
DIA 2008 Dependent Adult Abuse Investigations in Licensed Facilities Steps reduced from 72 to 38 and handoffs reduced from 15 to 10.
DIA 2011 Health Facilities Division VSM Mapped the Value Stream of the Health Facilities Division to identify opportunities for improvement and to implement an action plan that results in increased efficiency, effectiveness, and value of the Health Facilities Division.
DIA-DHS 2012 Investigations This cross-cutting Kaizen identified how understanding of timelines and communication will benefit both agencies in the future. Delays reduced by 32% and Handoffs reduced by 31%.
DIA 2012 Complaint Investigations Steps reduced by 39%; Delays reduced by 60% and 60% reduction in total lead time for investigations.
DIA-SPD 2013 Claims Steps reduced by 40%; Delays reduced by 59%; Handoffs reduced by 64%
DIA 2014 CASA Process Delays reduced by 83%; Handoffs reduced by 59%; Decisions reduced by 62%
DIA 2015 Health Facilities-Fining and Citation Address the process of issuing a fine or citation or both as well as federal enforcement remedies resulting from the identification of a deficiency in a 135C facility through finalization of the deficiency.
Delays reduced by 61%; Lead Time reduced by 20%
DNR 2003 Air Quality New Source Construction Permits 62 days 6 days
DNR 2004 Air Quality Complex Permit 214 days 180 days
DNR 2004 Clean Water Construction Project Permits 28 months 4.5 months
DNR 2004 Landfill Permits 187 days 30 days
DNR 2004 Leaking Underground Storage Tanks Corrective Action Decision 1,124 days 90 days
DNR 2004 NPDES (Wastewater) 425 days 15 days
DNR 2004 Sovereign Lands Permits: Environmental Reviews 163 days 86 days
DNR 2005 Animal Feeding Operations Construction Permits 66 days 36 days
DNR 2005 Floodplains Permits Implemented:

  • Permit redesign

  • Pre-design meeting & outreach strategy

  • Database design
DNR 2005 Land Acquisition: Best Case 2 years 9 months
Land Acquisition: Worst Case 22 years 6.3 years
DNR 2005 Legal Services: Administrative Orders Consent orders, unilateral orders, Attorney General referrals 40%-90% improvements in lead time reduction
DNR 2005 Magazine Production Allows on-time quality production while meeting day-to-day communication needs
DNR 2005 Magazine Redesign New magazine designed for January '07 launch
DNR 2005 Manure Management Plans Incomplete submittals reduced by 50%
DNR 2005 Vehicle Dispatch Pool vehicles reassigned to DAS-GSE
DNR 2006 SIFIC (State of Iowa Facilities Improvement Corp.) Delays reduced 58%; lead-time reduced 53%; Steps reduced 29%
DNR 2006 SRF Cross-cutters Delays reduced 40%; Steps reduced 32%
DNR 2006 AQ New Source Construction Permits Steps reduced 19%; hand-offs reduced 33%
DNR 2006 Open Feedlots Construction Permits Steps reduced 68%; loop backs reduced 87%
DNR 2006 Regulatory Assistance Mapping Inventoried current services provided by IDNR and IDED business and regulatory assistance services.
DNR 2006 Honey Creek State Resort Park Established process for managing all aspects of the development and operation of the first state resort park.
DNR 2007 Snowmobile & ATV Titling and Registration Steps reduced 90%; loopbacks reduced 100%; delays reduced 96%
DNR 2007 Environmental Emergency Notification Delays reduced 67%; lead-time reduced 35%
DNR 2007 ESD Staff Allocation Implemented:
  • Set top 10 priorities for workload
  • “Blurring” lines of field offices
  • Communication /Teamwork between field offices
DNR 2007 Construction Procurement Process
  • Reduced the # of steps from 258 to 139 (46%)
  • Reduced the # of handoffs from 104 to 40 (62%)
  • Reduced the # of decisions from 27 to 12 (56%)
DNR 2007 Water Quality Standards (WQS)
4 states and EPA
Iowa DNR, along with Nebraska, Kansas and Missouri worked together with EPA Region 7 and EPA Headquarters to determine a better process for working on water quality standards and how the EPA interacts with the states.
  • Reduced EPA steps from 50 to 26 (48%)
  • Reduced EPA handoffs from 17 to 14 (18%)
  • Reduced EPA decisions from 6 to 3 (50%)
  • Designed a meeting to take place to discuss upcoming WQS issues and how the entities will work together
DNR 2007 Service Contracts Established a process for service contracts which includes an idea development phase and early legal and management review.
DNR 2007 Geological Survey Strategic Planning session: Accomplished the following:
  • SWOT Analysis
  • Determined need to work with an “Advisory Board”
  • Identified work to define role of the State Geologist
DNR 2008 Wildlife Depredation Identified improved communication with constituents utilizing brochures, website, landowner/hunter incentives and focus groups to enhance the depredation program.
DNR 2008 Legal Services Re-visited event done three years ago. Verified process map, enforcement priorities and role of enforcement coordinator.
DNR 2008 Boat Registrations Reduced steps from 91 to 26, handoffs from 58 to 6, decisions from 18 to 3 and delays from 26 to 7.
DNR 2008 Education programs Established a process to improve the way we deliver natural resource education in the state.
DNR 2008 JAD/Kaizen Stack Testing Database Established criteria for new database and determined new process for entering data.
DNR 2008 NPDES Permits Reduced loop backs by 66% and decisions by 70%.
DNR 2008 Capital Assets Reduced delays by 54%, steps by 44% and decisions by 50%.
DNR 2009 Construction Procurement Re-visited event done two years ago.  Verified process map and determined where gaps have been.
DNR 2009 Flood Plain Mapping Established a process to organize a flood plain mapping system for the State of Iowa.
DNR 2009 Flood Plain Mapping project review Established a plan to eliminate the backlog, improve the quality of applications and the review process.  Reduced the delay time by 89% and the steps by 49%.
DNR 2009 Communications Created 1 new standard process in place of 9 existing processes.
DNR 2009 Accounts Receivable Reduced steps by 54%, decisions by 37%, loop backs by 75%, and handoffs by 80%.
DNR 2009 Flood Plain management Identified 8 Opportunity categories with 19 recommendations and 31 action steps.
DNR 2010 AQ Construction Manual Developed an SOP for the documentation of the decision-making points of permit issuance.
DNR 2010 Capital Assets Redux A one year follow up to the original event, the inventory confirmation process was re-evaluated and a new process was identified.  The new process will improve the return rate of confirmations and the accuracy of the data collected.
DNR 2010 Fleet Management Identified 24 vehicles for return to DAS.  Teams were established to identify a process for summer vehicle use, compile DNR vehicle use policies, evaluate and improve DNR fleet management and to improve reporting from DAS.
DNR 2010 Landfill Permitting

Construction permit reviews-reduced # of steps by 21% and overall lead time by 52%. 
Permit reviews-reduced # of steps by 48% and overall lead time by 58%.

Report reviews-reduced lead time by 87%.
DNR 2010 Groundwater VSM

Identified conflicts in Iowa code of the standards to clean-up or protect groundwater.  Resulted in a collaborative department wide approach to protecting groundwater, including a review of the Groundwater Protection Act.

DNR 2011 Conservation Easement Developed a process to track, monitor, and enforce statewide conservation easements held by the DNR. This new standardized process will result in easements being enforced consistently and also addresses audit comments received from the US Forest Service on the implementation of their programs.
DNR 2011 On Boarding Developed a standardized process for welcoming and starting new employees with the agency. Identified the ideal process for required documents and forms to be completed and submitted.
DNR 2011 Dock Permitting Reduced the time to issue a dock permit by 92%, reduced total steps by 68%, and reduced delays by 75%. Estimated savings of 2+ftes of work by fixing the existing database to fit the future state process.
DNR 2011 Engineering Project Request Developed a standardized process that improves communication between the Engineering staff and customers and establishes clear roles and responsibilities.  This will result in more accurate Project Requests with improved budgets, and more accurate project scopes.  Re-work and change orders on construction projects are expected to decrease, thereby saving time and money during construction. Reduced delay time by 35% and loop backs by 50%.
DNR 2011 IT Procurement Developed a process for purchasing computers that result in a more consistent agency wide planning for computer replacements, and identified alternative resources to complete the necessary steps in the process.  Reduced steps in the process by 38%, decisions by 67%, handoffs by 30%, delays by 56%, and delay time by 73%.
DNR 2011 Wastewater Facility Plan Review Reduced number of delays by 30%, Delay time by 20%, Reduced Approval Lead Time from 135 days to 60 days (56%), New process is more customer focused and improves quality of plan submittals
DNR 2011 Shooting Range Developed a new rule (including eligibility, approved expenses, scoring criteria, review team) to govern the implementation of this new program.
DNR 2011 Underground Storage Tank Tag Renewals Reduced Steps by 33%, handoffs by 54%, reduced lead time for issuing tags by 50% and removed 2 functions (swim lanes) from future process.
DNR 2011 Snowmobile Grants Reduced steps by 50%, delays by 75%, drafted new Rule language, updated the grant application, improved training and communication-including more electronic communication with applicants
DNR 2012 Air Title V Reduced steps by 34%; delays by 42%; avg delay time by 86% and improved sharing of data between applicant and permit writer as well as coordination of permit issuance.
DNR 2012 Off Highway Vehicles (OHV) Reduced steps in the grant application and review process by 25% reduced delay time by 56%, drafted new Rule language, updated the grant application.
DNR 2012 Air Quality Division VSM The Value Stream Mapping event documented everything the Air Quality Division does. Many coordination and communications items were identified to assist day to day operations.
DNR 2012 Bonded Timber Buyers Reduced steps by 47% and Lead time by 50%.  Evaluated potential rule changes and identified options for improving the rules for the program.
DNR 2012 Emergency Response VSM The Value Stream Mapping event documented everything the Emergency Response Unit does. Many tasks were identified that are not value added to the department and duplication of duties was identified that is being resolved following the event.
DNR 2013 Volunteer Program Developed a pro-active, customer friendly volunteer opportunity process that effectively uses volunteers in mission driven activities.
DNR 2015 Water Trails (VSM) Provided a global view of river programs within the DNR and identified ways to improve collaboration.
DNR 2015 Records Center This event will use the 5S Methodology in order to set in order the front-of-house workings of the DNR Records Center with the purpose of creating and maintaining clean, orderly and high-performing workspaces using visual controls that will become the template for Records Center representatives to initiate the back-of-house standardization for all other bureaus in the Department.
DOC 2005 Offender Re-entry Implemented:

  • Reception process

  • Targeted release date

  • Community Coordinator

  • Release Coordinator

  • Re-entry Plan

  • Communication / Teamwork
DOC 2006 Procurement, Inventory Management & Distribution Steps reduced 75%; delays reduced 98%
DOC 2008 IMCC Reception process Steps reduced 41%; delays reduced 90%
DOC 2010 Offender Transitions This Design event laid the framework for designing a process for motivating offenders’ movement through the correctional system based on risk assessment, risk management, and risk reduction that makes the most effective use of available resources and allows offender to return to community from least restrictive custody level.
DOC 2011 Disciplinary Process Laid the framework for designing a process that corrects and teaches while facilitating offenders’ long-term behavior change.
DOC-IBOP 2013 Reentry & Release Process Established two tracks: track one reduced lead time by 80% and delays by 70%; track two reduced lead time by 15% and delays by 4%
DOC-IPI 2015 Iowa Prison Industries-Order Entry Standard order-Handoffs decreased by 35%; Customer order-Steps decreased by 56% and handoffs decreased by 65%
DOC 2015 Records Value Stream map of the global view of the records department within DOC to determine functions, interactions, and identify opportunities amongst them for improved collaboration and efficiencies.
DOC-IPI 2015 5S-Filter Area at Iowa Prison Industries Focused on decreasing the square footage currently in use in order to prepare for a new product line and to organize the area for increased efficiencies.
DOM 2006 Emergency Evacuation and In-place Shelter Established protocol and plan for state office buildings
DOM 2007 Local Government Budget Analyst Determined two new processes, ultimately heading towards a web based platform for local governments to access and change their data. New process
  • 52 steps, 11 Hand offs
Web process

  • 13 steps, 10 Hand offs
DOM 2009 Empowerment This design event helped define Empowerment’s role in a world class early care, health and education system at a state and local level, to help young children and their families be successful.
DOM 2013 Lean Facilitator Training Design standardized training components and corresponding competency expectations for new Lean facilitators.
DOT 2010 Temporary Restricted Licenses Reduced steps by 46% and Delays by 95%.
DOT 2011 MCA Accounting Reduced delay time by 48%, Decisions by 40% and Handoffs by 56%.
DOT 2011 Hearings Reduced steps by 55%, delays by 64% and decisions by 53%
DOT 2011 Hiring Process Created consistency in the process by standardizing pre-approved questions; giving clear instructions; having one place to go for standardized documentation and automating where possible
DOT 2011 Motor Vehicle Division VSM Mapped the MVD Value Stream to raise awareness and knowledge within the MVD of all operations, processes, customers, products and services and identify opportunities for improvement in the near future.
DOT 2012 Highway Right of Way Reduced delays by 47%, handoffs by 50% and decisions by 30%.
DOT 2012 Letting Reduced handoffs by 67%; Delays reduced by 49%
DOT 2012 DPPA Reduced steps by 59%; Delays by 80%; Handoffs by 75%
DOT 2012 Freight Value Stream Mapping The Freight Value Stream team mapped 52 processes revolving around freight connections within the Iowa DOT. An internal freight team has been established to coordinate freight related activities and to prioritize implementation of the remaining VSM recommendations.
DPD 2010 Military Division Purchasing Reduced delays by 70%; Decisions by 15%; Handoffs by 44%
DPD 2012 Enlisted Promotion Mgmt System Steps reduced 65%, Delays reduced 26% and Loopbacks reduced 78%.
DPD 2013 Excess Equipment Steps reduced 28%; Loopbacks reduced 50%; Handoffs reduced 78%
DPH 2008 Vital Records Steps reduced 25%; handoffs reduced 38%
DPH 2009 Service Contracting Implementing the following: SOP across departments for contract process; Standardization of application forms and Implementing strategies for improved communication with external and internal customers
DPH 2015 Licensure Process for Behavioral Sciences Professionals Lead time reduced 40% (150 days to 90 days); Steps reduced 42%
DPS 2005 Intelligence Analysis Implemented training to streamline analysis process
DPS 2005 Life Safety Code (Fire Prevention Inspections) Reduced the number of widespread or immediate jeopardy deficiencies 15-20%
DPS 2005 Private Investigator Licensing 14 days 7 days
DPS 2006 Above Ground Storage Tanks Reduced steps 27%; delays reduced 38%-92%
DPS 2006 Building Code Value Stream Mapping Developed high-level process map for building health care and K-12 education facilities
DPS 2006 Peace Officer Applications Delays reduced 60%; steps reduced 41%; hand-offs reduced 52%
DPS 2007 Fire and Arson Investigations Developed policy priority of incidents to respond to; developed plan to eliminate backlog of open cases; created policy for responding with multiple agents when necessary
DPS 2008 Electrical Inspections Utilized Design for Lean Sigma to develop processes for the new State of Iowa Electrical Inspection program.
DPS 2008 Travel Authority and Reimbursements Delays reduced 83%; steps reduced 75%; decisions reduced 70% and loop backs reduced 66%.
ED-IBEE 2005 Teacher Licensing Reduced steps 55%; hand-offs 42%
HSEMD 2010 Grants Management Payment Process Improved payment timeliness and customer satisfaction with streamlined process reducing delays by 57% and lead time by 55%.
HSEMD 2014 Accounting Procedures Designed the standardized accounting procedures for the HSEMD accounting processes for GAX, Travel Claims and Expenditures.
ICN 2005 Customer Requests for Voice Services Implementing:

  • Improved communications

  • Team approach

  • Project Manager accountability

  • Tracking number

  • Electronic processing/web order entry

  • Customer feedback
ICN 2015 Managed Voice Systems Design the process of managed voice service requests beginning with ICNís pre-order process then addressing receipt of an order request for:

  • Voice w/ existing infrastructure present

  • Voice needing equipment/infrastructure

  • Expedited orders

and ending when the completed order has been closed out by ICN Finance.

ICRC 2008 Housing Complaints Reduced steps from 141 to 122, handoffs from 47 to 38, decisions from 18 to 14 and delays from 19 to 16.
ICRC 2011 Non-Housing Complaints Reduced overall steps by 23%, delays by 57% and designed a plan to diminish the backlog.
ICRC 2012 Admin Process Reduced steps by 37%, handoffs by 66%, and delays by 77% from 11 days to 2.5 days. At 60-day follow up, team had reduced backlog from 21 days to 24-48 hours.
ICSAC 2010 Daily Deposits Improved timeliness and security of borrower payments and identified several ways to speed up process with electronic systems currently in use.
IDA 2013 Dependent Adult Abuse/Elder Abuse Collaborative event with IDA/DHS/DIA/AG to value stream map the current dependent adult abuse and elder abuse process to identify opportunities for how the current system can better meet the needs of an elder abuse system.
IDA 2015 Long Term Care Ombudsman Program The purpose of this event is to map the process for complaints, cases, and program activities and the functions of the Local Long Term Care Ombudsmen, Volunteer Ombudsman Program, and the Discharge Specialist.
IDA 2015 Area Plan Process This event defined an area plan process from the point of initiation through implementation that is usable and value added. The event also defined how the area plan is used by IDA, AAAs, stakeholders and consumers.
IDR 2005 Tax Credit Analysis Implementing:
  • Database design

  • Tracking credits transferred or

  • issued to pass-through entities

  • Desired reporting
IDR 2011 Protest Process Value Stream Mapped the Compliance Value Stream to help identify opportunities for decreasing protests.
IDR 2011 Protest Process Steps reduced 35%; Delays reduced 39% and Loop backs reduced 86%.
IDR 2012 Fiduciary Process Steps reduced 48%, Delays reduced 72% and Decisions reduced 37%.
IDR 2012 Tax Management Division Design This event designed how Processing Services, Compliance and Collections integrate into one division (Tax Management) to better serve internal and external customers.
IDR 2013 Business Property Tax Credit This event designed how Senate File 295 worked to identify and establish potential processes and procedures to implement the statutory reforms within the mandated timeframe.
IDR 2013 Complex Case Design A cross-functional group of employees worked to design a team and process to coordinate and track Iowa Department of Revenue activities related to taxpayers with large, complex, or economic development initiatives and other special circumstances.
IEDA 2005 Business Financial Assistance: Review Applications and Develop Recommendations Improved timeliness, accuracy, consistency and communication of process
IEDA 2005 Client Management System
  • Identified "best management practices" for managing economic development projects;
  • Implementing standardized practices to enhance internal and external communication with partners;
  • Baselining project "leads" to better establish goals for moving more "lead" into projects.
IEDA, DNR, Iowa Waste Reduction Center 2007 Environmental Business Assistance
  • Created SOP for call handling
  • Defined standard web portal for customers
  • Captured perceived deficiencies in web navigation
IEDA 2007 Green Cities This Design for Lean Sigma event focused on how IEDA can direct resources to support the development of green sustainable communities. Focus areas are: Community Development Block Grant, Housing Assistance, City Development Board, Downtown Resource Center, Iowa Commission on Volunteer Service, Iowa Tourism Office and Investment Management.
IEDA 2010 Contracts Steps and decisions reduced by more than 60% in two of the three processes (Director and Board Approved) and more than 30% in the third (CDBG).
IEDA 2010 Communications Team will now formally meet with requestors early on in the process to identify needs, assignments and deadlines and will utilize software to keep customers up to date.
IEDA 2010 Enterprise Zones This team designed some possible changes to the current Enterprise Zones program.  The report will go to the Legislature for them to decide whether to accept those changes.  This event served in place of an interim committee for the Legislature.
IEDA 2010 260E This Value Stream mapping event focused on all the processes that touch the 260E program including IEDA, Revenue and the Community Colleges.  The report from this event will go to the Legislature for their review.  This event served in place of an interim committee for the Legislature.
IEDA 2010 Business Application Review Steps reduced 30%, Delays reduced 28% and Lead time reduced 20%.
IEDA 2010 Sustainable Initiatives This Value Stream Mapping event focused on IEDA sustainable initiatives (45) and identified ways to prioritize strategically.  We recognized shared/common customers, and better ways to connect.
IEDA 2010 Small Business Assistance This VSM worked with public and private sector partners to identify where and how we can enhance a statewide entrepreneurial support system.  Identified a lack of visibility (not visible to all entrepreneurs) and gaps in mentorship and barriers in language, location, culture and use of the internet and where to improve.  
IEDA 2010 Contracts Redux Revisited event done earlier, but with more narrow focus on selected areas that had not improved after the first event.
IEDA 2010 Site Readiness Designed a process to have sites "ready", using an existing model and adapting it to fit the needs of the state.
IEDA 2011 OEI VSM This Value Stream mapping event mapped all the processes OEI does as of March, 2011.
IEDA 2011 OEI-IEDA Energy Programs This design event was used to help determine how OEI fits with IEDA.
IFA 2006 Title Guaranty Delays reduced 71%; steps reduced 27%
IFA 2008 Housing Compliance Section 8 Housing Compliance: Reduced steps from 125 to 52, handoffs from 43 to 21 and decisions from 15 to 8. Section 42 Housing Compliance: Determined process with help from IRS.
IFA 2008 Tax Credit-Affordable Housing Workflow more evenly dispersed throughout year.
IFA 2011 Home Application Process Designed how IFA will accept applications, train people and how the review of applications for the board approval will work.
IFA 2011 Home Allocation Process Designed how the IFA HOME program notifies applicants of the outcome of the Board’s decision to when the first draw is submitted to IFA and paid.
IFA 2011 Single Family Programs Reduced steps by 55%, loopbacks by 83% and decisions by 61%.
IFA 2013 Title Guaranty Cash Receipts Reduced delays by 55%, decisions by 58% and handoffs by 67%
ILOT 2008 Major Procurements Developed a better process that will reduce workloads for the DCI and encourage more vendors to participate in the Iowa Lottery’s major procurements. Reduced steps by 33%, handoffs by 39% and decisions by 42%.
IUB 2009 Electric Transmission Franchise IUB and electric line companies worked together to identify procedures that could reduce the electric line franchising process by up to two months in certain uncontested cases.
IUB 2010 Customer Complaints Steps reduced 36%; delays reduced 28%; lead time reduced 58%
IUB 2014 Billing Processes Steps reduced 31%; decisions reduced 28%; handoffs reduced 34%
IVH 2005 Medication Administration 8 hours 4 hours
IVH 2006 Maintenance Work Orders Steps reduced by 62%; hand-offs reduced by 58%
IVH 2006 Medical Appointments Delays reduced 79%; steps reduced 66%
IVH 2006 Admissions Delays reduced 86%; steps reduced 62%
IVH 2007 Medication Administration Delays reduced 69%; steps reduced 49%; decisions reduced 81%; handoffs reduced 57%
IVH 2008 Pharmacy Process Delays reduced 68%; steps reduced 27%; decisions reduced 58%; handoffs reduced 69%
IVH 2008 Patient Centered Care Designed how care will be delivered in the new buildings.
IVH 2009 On-Boarding Designed a way for new employees to meet employment requirements to successfully complete the probationary period, including working with mentors who will support and guide the employee to achieve success and promote a positive work environment.
IVH 2009 Memorials Determined new process for Memorial contributions.
IVH 2009 Purchasing/Ordering Reduced delays by up to 80% and will fully implement a paperless purchasing process.
IVH 2010 Quartermaster/Central Supply, Respiratory Therapy Combine resources to offer the same services w/4 less employees (due to retirements); Delays reduced 85%; handoffs reduced 81%; steps reduced 26%
IVH 2011 Unit Based Team Designed how the Veteran's Home will function in unit based teams instead of departmentalized teams.
IVRS 2008 Disability Re-determinations Certified Public Manager students, along with others from DHS, IWD, IVRS, DED and Social Security Administration addressed procedures that impact young people with disabilities from age 16 to 21, who are at risk to lose or who have lost financial, health and/or related supports due to age 18 disability redetermination. The team identified and implemented enhanced communication between agencies serving this population, developed a rapid employment model, and scheduled on-going activities for the next year to improve service strategies.
IVRS 2011 Ticket to Work Claim Submittal With a person retiring, the team reduced steps by 77% and delays by 83% in one process and reduced steps by 24% and delays by 31% in another process.  One goal is to receive 200% more $ from SSA.
IVRS 2011 Financial Processing Steps reduced 30%, delays reduced by 51% and decisions reduced 49%. Will track the amount of paper and time saved between the two bureaus.
IWD 2005 Elevator Inspection (Plan review and Acceptance Inspections) 45.5

73.5 to 103.5

2.5 to 4.5
IWD 2006 OSHA Pre-Inspection Steps reduced 58%; rework loops reduced by 66%
IWD 2006 Workers Compensation Document Handling Steps reduced 30%; delays reduced 21%
IWD 2007 Unemployment Insurance Monetary Determination Web Application Process With implementation of EZ form, 60% of claims will see:
  • # of steps reduced from 188 to 46 (75%)
  • # of handoffs from 39 to 15 (62%)
  • # of loopbacks from 21 to 0 (100%)
  • # of decisions from 100 to 16 (84%)
IWD 2008 Laborshed Studies Steps reduced in Laborshed by 29%, Regional Reports by 37% and Industry Specific by 16%.
IWD 2008 Trade Adjustments Use of an excel spreadsheet will eliminate faxing 150 documents and reduce 12 process steps per individual. Automating the trade switch will save approximately 30 minutes per customer.
IWD 2009 Unemployment Insurance Tax Collection Reduced steps by 35%; Delays by 56%; Decisions by 30%; Loop backs by 44% and Handoffs by 78%.
IWD 2009 Re-Employment Services Designed a process to be used in all IWD field offices to offer specialized, intensive services to help unemployed Iowans get back to work as soon as possible.
IWD 2009 Mailroom Reduced steps by 18%; Delays by 85%; Decisions by 40%.
IWD 2010 Training Extension Benefits (TEB) Reduced steps by 75%; Delays by 72%; Decisions by 69%.
IWD 2010 UI Benefits Redesign This Value Stream Mapping event helped establish a plan to redesign the UI Benefits program in the next three years.  Determined there were too many manual processes, silos, internal communication gaps and automated systems that are not connected.  Fifteen potential Kaizen events were identified.
IWD 2011 Promise Jobs Opened Communication between agencies regarding Promise Jobs Child Care responsibilities. Reduced steps by 22%; Loopbacks by 70%; and Handoffs by 60%.
IWD & Governor's Office 2015 Workforce Innovation & Opportunity Act (VSM) Examined the global view of the core WIOA and integrated mandatory employment and training agencies/programs in Iowa to identify what they are and how they interact in order to identify opportunities for better alignment with best practices for employment services to Iowans.
OEI 2007 Design for Lean Sigma event to create a world class process to launch the Office of Energy Independence Developed Vision and Mission statements, and determined the initial focus including the Energy Independence Plan, implementation of the Iowa Power Fund and expanding the role of the Energy Coordinating Council.
PLB 2008 Professional Licensing Bureau worked on three processes:
  • Real Estate Licensing
  • Engineering & Land Surveying by examination process
  • Engineering & Land Surveying comity licensing process
  • Real Estate Licensing: reduced steps by 11% and hand offs by 11%
  • Engineering by examination: reduced steps by 5%
  • Engineering by comity (licensed in other states): Reduced steps by 19% and handoffs by 8%

Implemented a communication plan which supports a culture of individual and shared accountability for learning and improvement.

Cross Agency 2016 DHS-DIA - Medicaid Eligibility Address the Medicaid eligibility process from when a DHS Income Maintenance Worker (IMW) starts processing a MAGI Medicaid application or review until an eligibility determination is made by the IMW. Includes when a DHS worker determines a need to make a referral to DIA for investigation, DIA investigation and reporting of findings back to DHS and DHS communication of case actions.
Other 2015 AAA Elderbridge-Data Flow Address how information is collected and flows through each program/service areas from the initial point of client contact to the point of when data is finalized and submitted to the end user.
Steps 175 to 38; Delays 100 days to 1 day;
Lead time 108 days to 1 day
Other 2015 Blackhawk County - Conservation Office 5S This event will use the 5S Methodolgoy in order to set in order the workings of the Central office of the Black Hawk CCB for the purpose of creating and maintaining clean, orderly and high-performing workspaces using visual controls that will become the template for all other CCB park locations in the Department.