Operations
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The document summarizes efforts to improve the state automobile license renewal process. It identified bottlenecks at steps 3 and 4 resulting in low customer satisfaction, productivity, and morale. A secondary bottleneck was the eye exam, which increased overall wait times. Goals were to process 120 renewals per hour with high efficiency while lowering costs. A new design focused on customer service, well-designed processes, and continuous improvement. Metrics like utilization, wait times, and processing times would be analyzed before and after changes to evaluate their effectiveness.
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Operations
- 1. State Automobile License RenewalsVictoria Aleksina Sara Gibson Larry JerniganTK Johnson Eve MartinMarney Sherrill
- 4. Analysis of the SituationPrimary issue is bottleneck at steps 3 and 4 resulting in low customer satisfaction, low employee productivity, and low employee morale.Secondary issue (and secondary bottleneck) is the eye exam. Delays affect the overall wait time and decrease the volume of renewals.
- 6. Alternative Courses of Action
- 7. New design
- 9. high volume (120) of processed renewals per hour
- 10. high efficiency
- 11. increase revenue while lower costs
- 12. TQM & Dimensions of Quality:
- 13. customer focus
- 15. performance dimension: meet goal efficiently, no short-cuts
- 16. aesthetics dimension: space layout facilitate seamless processCost of Quality
- 17. Poka-yokesStickers reminding applicants and clerks to review data
- 18. Visual signs and verbal effort to direct traffic
- 19. Reminder to smile for clerksEvaluation and ControlMeasures:Average employee utilizationAverage # of applicants in line and in the system Average waiting time in line and in system During one week: Analysis of the employee utilization, applicant wait lines, and applicant processing times.One month after the implementing the changes – another analysis covering one-week period.
- 20. Questions?