January-December 2016

Fleet Vehicle Registration & Titling Process

Agency: Administrative Services
Other Involved Agencies: Public Safety
Process: Fleet Vehicle Registration & Titling Process
Project Leader: William Simon, Administrative Services
When: April-May 2016
Contact: Bill Simon
Email: William.Simon@das.ohio.gov
Phone: 614-644-3309

Problem: After delivery of new state fleet vehicles occurred, it was taking an average of 67 days to title, register, and otherwise prepare them for agency use.

Biggest Change: The biggest change that's being implemented due to this improvement effort is the the assignment of a license plate based on a temporary registration that permits fleet to complete other prep work while waiting on the final registration of the vehicle.

Other Changes: The Bureau of Motor Vehicles is now pre-ordering and stocking license plates for assignment.

Lead Time - Baseline: 67 days
Lead Time - Projection: 14 days
Lead Time - Actual: 19 days

Benefits: Customers will be able to pickup their new fleet vehicles approximately 50 days sooner than in the past, and having newer vehicles sooner will better position customer agencies to get where they need to be in order to carry out their mission.

Savings - Projection: $100,000 (Operating and maintenance costs are reduced by getting new vehicles into service sooner, comparing old vehicles to new)

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Test Plan for OH Grievance

Agency: Administrative Services, Office of Collective Bargaining
Project Type: Camo Belt
Process: Test Plan for OH Grievance
Team Members: Scott Steenrod, Hema Patel, Kate Nicholson, Alicyn Carrel (OCB)
When: April 2016
Contact: Alicyn Carrel
Email: alicyn.carrel@das.ohio.gov
Phone: 614-348-1591

Problem: There was no test plan prior that was built during creation of the database and we needed a test plan because there are an abundance of different users and all users do different functions within the database.

Biggest Change: That we are able to now test at any time when a function or something is changed in the database in an organized and timely manner.

Other Changes: This testing plan has shown us how important it is to move forward and create a larger manual to explain all of the pieces and parts of the system so that we have documentation to refer to at all times.

Lead Time - Baseline: 8 hours
Lead Time - Actual: 4 hours

Benefits: The improvements were behind the scene regarding the testing and implementation of the testing plan. Our goal was that we would test enough and know that there were no errors that would negatively effect customers use of the system. The testing went smoothly without any large errors only a few small things needed to be fixed that were found due to the testing plan that I created.

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Performance Measures for Grants

Agency: Aging
Project Type: Camo Belt
Lean Practitioner: Treasure Miller
Project: Performance Measurement: Toolkit for Effective Program Development & Implementation
Contact: Treasure Miller
Email: tmiller@age.ohio.gov
Phone: 614-902-4055

Problem: Inefficient monitoring of programmatic outcomes, via grant agreements, due to the absence of identified performance measures.

Biggest Change: Development of a universal tool/framework that will assist grant agreement writers in identifying and defining clear performance measures that demonstrate compliance with grant requirements.

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5S Copier Zone

Agency: Administrative Services, Office of Collective Bargaining
Project Type: Camo Belt
Project: 5S Copier Zone
Project Leader: Dan Batts, DAS/OCB
When: February 2016
Contact: Dan Batts
Email: Dan.batts@das.ohio.gov
Phone: 614-752-5193

Problem: Clutter. We have one cost per copy machine which gets most of the use in the office. During high volume usage, it is inevitable a customer with a single copy will print a job to the copier to find it in use and prints elsewhere. An unused copy is left at the copier. Older print jobs can get mixed in with other customer’s work. A search may ensue for lost copies, or a customer may think their computer is having issues because they can’t find their copy. The table near-by fills with old copies

Biggest Change: Customers are asked inform the office if they are planning a large print job so others can re direct to another machine. 2 signs. One with 5S instructions and one with an arrow pointing to a bin with the words “Please place any unclaimed printed pages in the bin. Unclaimed pages will be shredded each Friday”. Eliminate all sizes of paper at the copier site Except 8 ½ x 11.

Other Changes: Paper and toner deliveries at the copier, not the supply room. When the customers need to reload the copier with supplies, they retrieve them from the supply room. In some cases the customer accidentally take 3 hole punch paper. If it is found to be incorrect the package is half open until another customer needs 3 hole punch. Also the boxes of paper are very heavy so customer need to make several trips to fill the machine.

Steps - Baseline: 5
Steps - Projection: 2

Loopbacks - Baseline: 1
Loopbacks - Projection: 0

Lead Time - Baseline:
15 minutes
Lead Time - Projection: 5 minutes

Errors - Baseline: 5
Errors - Projection: 2

Benefits: Customers will not need to go to the supply room or move heavy boxes. Paper and toner deliveries will be at the copier. Supplies that are low or out can be easily identified at the copier. The bin will be the only place needed to check for missing print jobs. Cleaner and safer atmosphere less chance of a slip or fire hazard, Less Chance of Personally identifiable information (PII)

Savings - Projection: $100 (Loss of paper due lost or unused print jobs. Cost for weight of paper recycling. Time Saved not going to Supply room )

Additional Information: Our customers were experiencing a great deal of confusion when they approached a table full of print jobs. They did not want to destroy or trash an unknown copy for fear they would interrupt a coworker’s project. Using a sign that states the items in the bin will be destroyed on a given date takes the guesswork out of what is in the bin and when it will be destroyed. Having paper and toner delivered at the site of the copier is a time saver as well as a safety multiplier. Evading trip hazards, lifting injuries and cognizant of available supplies with a quick at a glance notion, if something needs ordered. Cost saving is found with the reduction of lost /unused print jobs because they find a home at the recycle bin where the recycling is charged by the pound.

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Improved Food Service Workbook

Agency: Auditor, Ohio Performance Team
Project Type: Camo Belt
Process: Improved Food Service Workbook
Project Leader: Jim Ringer (AOS-OPT)
Also Involved: Brad Szabo (AOS-OPT)
When: December 2015 to January 2016
Contact: Jim Ringer
Email: JARinger@ohioauditor.gov
Phone: 614-466-5085

Problem: Overall "re-look" at current Excel workbooks, project scoping, automation

Biggest Change: Added a "scoping" tab to workbook which provides a high level look at the Food Service operations and helps project lead determine if area needs to be included in audit.

Other Changes: Provided automation for several tabs in workbook which include formulas to pull financial info from data tab. Added drop down selection lists in certain cells to encourage proper selection of information. Supplied instructions / cell comments in each tab to help user understand key inputs.

Benefits: Reduction of manual entering of data, drop down list provide selection and less chance for errors, instructions and cell comments are informative and provide reason.

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Invoice Processing

Agency: Budget and Management
Project Type: Camo Belt
Lean Practitioner: Barbara Boggs
Process: Use of Receipts for Three Way Match
Project Leaders: Barbara Boggs (OBM), Tim Ogonek (OBM)
Team Members: Tamara Harrison (ODH), Amadou Diallo (ODH), Paul Maragos (ODH), Anthony Perry (ODH), Tim Ogonek (OBM), Barbara Boggs (OBM)
Contact: Barbara Boggs
Email: Barbara.Boggs@obm.ohio.gov
Phone: 614-338-4789

Problem: DOH needed to find a way to improve invoice processing for items which were received into their warehouses.

Biggest Change: With the use of receipts, the agency is able to allow the system to three way match the invoice, purchase order and receipt. Thus allowing the system to approve the voucher, without routing for approvals.

Other Changes: Staff is being trained on using receipts in the warehouse. Future potential is receipt usage for consulting invoices.

Steps - Baseline: 40
Steps - Actual: 17

Defects - Baseline: 9
Defects - Actual: 0

Benefits: The three way match not only speeds the invoice process but allows the associates to re-direct their efforts to other areas of more importance.

 Additional Information:
As of November 2016, the new process has only impacted several suppliers. Based on the success of the project, more opportunities will be explored.

Scorecard Review Process

Agency: Budget and Management
Project Type: Camo Belt
Lean Practitioners: Laniqua Clark, Gary Johnson, John Pfeiffer
Project: Associate Scorecard Process Map
Project Leader: John Palermini
Contact: Gary Johnson
Email: gary.johnson@obm.ohio.gov
Phone: 614-338-4735

Problem: Ohio Shared Services has a semi-annual associate scorecard review process that can take up to 30 days to complete. The process is very long & complex involving multiple people & steps. We developed a process map to determine where there are inefficiencies within this process.

Biggest Change: Streamlining this process to make it more efficient

Other Changes: 
  • Move to an automated system that provides the same rating and scoring functionality, but reduces the waste of delays, loop backs, and hand-offs.
  • Change from a semi-annual scorecard review period to an annual scorecard review period. 
  • Reduce the number and frequency of scorecard reviews required for new hires.

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Voucher Mistake-Proofing

Agency: Budget and Management
Project Type: Camo Belt
Lean Practitioner: Jeannetta Hathorn
Project: Reduce denials, and improve QA errors for Remit to Addresses
Project Leader: Keith Lim (OBM)
Team Members: Kayibanda Doe (OBM), Keith Lim, Jeannetta Hathorn
Contact: Jeannetta Hathorn
Email: jeannetta.hathorn@obm.ohio.gov
Phone: 614-338-4857

Problem: Remit to Address is entered incorrectly on vouchers. Warrants are sent to the wrong address and payments to suppliers are delayed, denials have to be corrected for the wrong address, and it affects the QA error rate for associates' production and quality of work.

Biggest Change: Reduce denials and improve the quality of errors for remit to address on vouchers. External customers will receive their payment, and internal customers will reduce time spent researching and correcting addresses on vouchers.

Other Changes: AP will increase their individual and team quality production, and money will be saved when payments are going to the correct remit-to address.

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Budget Director's Press Clips

Agency: Budget and Management
Project Type: Camo Belt
Process: Budget Director's Press Clips
Project: TIMUWOOD Analysis
Project Leader: Tom Betti, OBM
Team Members: Tom Betti, Betsy Bayshore
When: July-August 2016
Contact: Tom Betti
Email: tom.betti@obm.ohio.gov
Phone: 614-728-8261

Problem: Transportation: small batch sizes, greater chance of printouts becoming lost, long lead times; Motion: inconsistent work methods, repeat printing of missing pages that were taken by accident by other employees

Biggest Change: Adapting process to print all pages at once instead of individually, printing director's copy and scanning for e-mail distribution in the same location as sorting

Other Changes: Printing clips at the same time decreased interruptions and decreased accidentally pick up by co-workers

Steps - Baseline: 15
Steps - Actual: 13

Delays - Baseline: 1
Delays - Actual: 0

Cycle Time - Baseline: 60 minutes
Cycle Time - Actual: 45 minutes

Redirected Hours - Actual: 64 work hours per year.

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PUCO Damage Prevention Fees Process

Agency: Budget and Management
Other Involved Agencies: Public Utilities Commission of Ohio
Project Type: Camo Belt
Process: PUCO Damage Prevention Fees Process
Project Leader: Tim Ogonek, OBM
Also Involved: Jessica Elli
When: August 2016
Contact: JoJuan Armour
Email: jojuan.armour@obm.ohio.gov
Phone: 419-279-9533

New legislation prompted the need for a billing, tracking, and collection process.

Biggest Change:
The previous process did not include the collection of missing payments. The new process will allow for missing payments to be collected. Previously there was no process map in place. This project was focused on documenting the proposed process.

See the future-state process map

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Communication Improvements

Agency: Ohio Chemical Dependency Professionals Board
Project Type: Camo Belt
Process: Communication Website, Applications, and Forms
Project: Poka-Yoke OCDP's Communication (Information Release) Efforts
Project Leader: Desiree Travers-Shariff
Team Members: Tonya Spriggs, Clerk; Janice Thomas, Treatment Administrator; Amanda Ferguson, Director
When: March-April 2016
Contact: Desiree Travers-Shariff
Email: dtravers@ocdp.state.oh.us
Phone: 614-530-3832

Problem: Excessive phone calls and emails with repeated questions that suggested flaws in our agency's communication (i.e. website, applications and forms); Language on website, applications and forms were at grade levels of 13 and beyond.

Biggest Change: Rewording (simplify) language on agency's website, application and forms, including answers to previously excluded frequently asked questions on the agency's website, applications and forms.

Other Changes: Paper to electronic application/licensing process

Lead Time - Baseline: 30 days
Lead Time - Projection: 14 days

Errors - Baseline: 37
Errors - Projection: 13

Benefits: Customers will have better application instructions, answers to frequently asked questions made readily available and simpler (grade 6) language to ensure comprehension. Less phone calls, hold times, callback requests, and waits for email responses are expected to benefit both the customers' time and the agency's productivity.

Additional Information: Staff was gathered into a meeting to discuss what poka-yoke is and how it is a necessary tool in identifying the defects in the agency's information release and communication efforts. Following the meeting, staff was advised to list all frequently asked questions, issues and concerns of customers that are counterproductive and unclearly stated across various agency outlets. The "error lists" were collected a week later to be used for a tally chart to depict the redundancies and unclear efforts. Now that all error are identified, the OCDP staff will work together to load simpler yet better communication and correspondence into our new electronic systems that are expected to go live in June 2016. (Attached are copies of the error lists generated by the staff/team of OCDP.)

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Lab Submission Form

Agency: Commerce
Project Type: Camo Belt (poka-yoke)
Lean Practitioner: Chad Wissinger
Project: Lab Submission form
Contact: Chad Wissinger
Email: cwissinger@com.state.oh.us
Phone: 614-752-7135

Problem: We have a submission form that Fire/Explosion Investigators fill out when submitting evidence. We were experiencing a number of errors on this form, which required our office staff to call the submitter back and go through the form to fix the errors. It was becoming time consuming and a burden to our customers. 

Biggest Change: We mistake-proofed (poka-yoke) the form and found a few section errors that were very common among the different submitters. 

Other Changes: We have changed the form (specifically those error prone sections) to make it easier to fill out. 

Defects - Baseline: 29
Defects - Projection: 5

Benefits to Customers: These simple improvements will make it much easier for our customers to fill the submission form out and require less follow-up time with our staff.

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Fire Safety Training

Agency: Commerce, Division of State Fire Marshal
Other Involved Agencies: Representatives from various healthcare agencies
Project Type: Camo Belt
Process: Fire Safety Training for Healthcare Agencies
Project: Focus Group
Project Leaders: Chief Frank Conway, Richard Palmer, Ken Klouda
Involved in the Project: Chief Frank Conway, Ken Klouda, Troy Huth, Steve Waltman, Charles Arnold, Vicki Hunsaker, Richard Palmer, Josh Lewis
When: April 2016
Contact: Richard Palmer
Email: richard.palmer@com.state.oh.us
Phone: 614-752-7280

Problem: Nine field staff educators are assigned to 88 counties in Ohio. A primary responsibility has been to provide fire safety education to licensed healthcare agencies throughout the state. Staffing is limited based on number of facilities, geography, and time constraints. We have a strategic plan and overall mission that is geared more toward facilitating training and mentoring fire departments, as well as reaching citizens in high-risk communities throughout Ohio. This is difficult to do when 82% of our time is spent delivering healthcare agency training.

To facilitate change, we have considered moving to an online training option for healthcare employees. We recently conducted a focus group with members of healthcare facilities around the state. Forty-seven people participated in two available sessions.

Moving to an online training option will decrease travel expenses and time commitments to our agency. Field staff spend approximately 40 hours monthly driving to and from agencies to facilitate training. Online training will also enable us to complete more training each work day -- and will provide access to training for second and third shift healthcare employees. This access will help to eliminate overtime costs to their agencies.

Download the visuals from a project presentation (PDF)

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Market Research Surveys

Agency: Development Services Agency
Project Type: Camo Belt
Process: Market Research Surveys
Market Research Surveys
Project Leader: Wes Aubihl
When: April 2016
Contact: Wesley Aubihl
Email: wesley.aubihl@development.ohio.gov
Phone: 614-644-9759

Problem: We collect a number of quality and economic impact surveys from our clients throughout the year to track our performance. We have had a very difficult time collecting surveys from clients due to over surveying and a lack of process for collection and follow-up. Our process for survey collection was not updated after we merged and restructured our programs. Our goal is to collect a survey from 66% of the businesses we serve. We are closer to 40% today.

Biggest Change: We have created a new process for collecting quality surveys that clearly defines who on the team is responsible for what and when client follow-up occurs. Prior, there was a goal around the collection of client feedback, but no clear method of consistently obtaining it. Second, we simplified the client satisfaction survey by removing questions that are already being asked on a year-end economic impact survey. This allowed us to eliminate duplication and ask better questions. We will formally introduce the new process to the entire team involved in our market research projects within the next

Other Changes: Overall, we are re-evaluating the way we serve small businesses throughout the state. We manage multiple small business assistance programs and need to ensure clients are receiving an optimal level of service from client intake to follow-up. This will improve our ROI on tax dollars. This is major initiative at our agency will have many process improvement opportunities.

Steps - Baseline: 7
Steps - Actual: 4

Form Time - Baseline: 5.5 minutes
Form Time - Actual: 4.5 minutes

Benefits: The surveys are simpler. We have reduced from 11 to 9 questions and improved the way we ask the questions. This will save companies time when providing feedback. In addition, we will be able to better serve clients if we have accurate and timely feedback.

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Public Records Retrieval Process

Agency: Environmental Protection Agency
Project Type: Green Belt
Process: Ohio EPA Division of Surface Water Public Records Retrieval Process
Project Leader: Kevin Fowler, EPA
Team Members: John Crist, Legal; Rich Bouder, Director's Office; Division of Surface Water: Brian Hall, Kevin Fowler, Jeff Boyles, Jeff DeShon, Jason Fyffe, Erin Sherer, Kim Lee, Katrina Peterson
When: October-March 2016
Contact: Marilyn (Heather) Lauer
Email: heather.lauer@epa.ohio.gov
Phone: 6014-644-2160

Problem: Management fielded too many public records requests that were ultimately directed to staff. This resulted in excessive hand offs, slowed response time for customers and increased frustration among managers.

Biggest Change: Fine-tuning the process to involve only those staff who need to be involved in each public information request, allowed faster customer service and freed up management for other tasks.

Other Changes: Refining the process to involve only staff who need to be involved in specific records requests allows the records office to be more confident that information going to the customer is correct and complete.

Steps - Baseline: 120
Steps - Actual: 66

Handoffs - Baseline: 80
Handoffs - Actual: 53

Lead Time - Baseline: Up to 21 calendar days
Lead Time - Actual: Up to 3 calendar days

Download the visuals from a project presentation (PDF) • Click here for a fact sheet

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TBA Application

Agency: Environmental Protection Agency
Project Type: Camo Belt
Process: TBA Application
Team Members: Katie Courtright, Ohio EPA
When: July-November 2015
Contact: Megan Oravec
Email: megan.oravec@epa.ohio.gov
Phone: 614-728-1749

Problem: Applicants to the Ohio EPA Targeted Brownfield Assessment Program were making errors when filling out the application form. Most of these errors were easy to correct, but each time one was made the applicant had to fix the errors and then resubmit the application. This delayed project start dates and frustrated both the applicants and reviewers.

Biggest Change: Applicants are making fewer errors when filling out the form, which allows for faster review times. This also means that the project can get started faster and there are fewer delays.

Other Changes: After we updated the TBA Application we also created an email box that can be accessed by multiple people, which allows applications to be reviewed faster. Instead of one person reviewing all applications, there are multiple people that can review the application. This allows projects to get started earlier, and it evens out everyone’s workloads.

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User-Friendly Forms and Documents

Agency: Health
Project Type: Camo Belt (poka-yoke)
Lean Practitioner: Pam Blais
Contact: Pam Blais
Email: pam.blais@odh.ohio.gov
Phone: 614-728-3105

Problem: The Ohio Department of Health performs lead investigations of children with lead poisoning. This process entails sending detailed, technical written communication to homeowners and parents of lead-poisoned children. The readability of these technical documents was examined, as was the organization of the forms.

Biggest Change: Updated each document to a fourth-grade reading level, and mistake-proofed (poka-yoke) the forms to reorganize and streamline the information.

Benefits to Customers: The forms and documents are more user-friendly, decreasing the number of telephone inquiries from the public.

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Returned Mail Process

Agency: Health, OHDAP Program
Project Type: Camo Belt
Process: Returned Mail Process - Standardization of Returned Mail Process
Project Leader: Susan DiCocco, ODH
Team Members: Mary Williams, Sonia Muse, William Hernandez, Christine Whalen, Pamela El-Din, Melissa Kuhns
When: February 2016
Contact: Susan DiCocco
Email: susan.dicocco@odh.ohio.gov
Phone: 614-644-5686

Problem: OHDAP Coordinators (n=5) were processing returned mail in 5 different ways. Returned mail is an concern because it includes client enrollment information into our program

Biggest Change: A standardized, agreed-upon way of processing returned mail.

Delays - Baseline: 5
Delays - Actual: 0

Number of Processes - Baseline: 5
Number of Processes - Baseline: 1

Cycle Time - Baseline: 5 calendar days
Cycle Time - Actual: 3 calendar days

See a storyboard (PDF)

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Critical access hospital crash carts

Agency: Health, State Office of Rural Health
Project Type: Camo Belt
Process: Critical access hospital crash carts
Project: standardize and 5S hospital crash carts- patient safety initiative
Project Leader: Callen Vorpi
When: April 2016
Contact: Callen Vorpi
Email: callen.vorpi@odh.ohio.gov
Phone: 614-728-0519

Problem: One of the hospitals I am responsible for had reached out to me about a concern they had over the crash carts in their small hospital. They realized something needed to change to improve patient safety, but was looking for a best practice from other similar hospitals.

We 5S'ed all of the crash carts in the whole hospital, not only organizing, labeling, and sorting due to type, but placing each cart in an exact location on each floor (corner by the elevator across from nursing pod), so it would be easily found by anyone and everyone in an emergency. This helps all staff, nurses, doctors, techs, supply staff, etc. and patient's benefit. This was done to a total of 7 carts.

Other Changes: The labels made a huge difference, for stocking purposes, things will always be in the same place and easy to find and it will be easily recognized by anyone when a supply is missing, so it can be replaced before it is needed. This hospital did not have any standardization before this and thought they had to spend a lot of money they didn't have in order to improve their crash carts, we were able to overhaul them with no money spent. Simple, effective improvements.

Benefits: Staff will be able to more quickly and efficiently treat patients in the event of a cardiac or respiratory emergency, without having to search for carts, supplies, or tools. Care and outcomes will improve.

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OAKS Requisition to Purchase Order

Agency: Job and Family Services
Other Involved Agencies: Job and Family Services, Agriculture
Project Type: Green Belt
Process: OAKS Requisition to Purchase Order
Project Leader: Joyce Guice, ODJFS
Team Members: Joyce Guice, Doris Shuler, Ted Hampton, Thuy Do, Elaine Haley, Denise Black, Wanda Phillips, Karen White, Betty Johnson, Falecia Long, Laura Miller, Anthony Norwood, Len Smith, April Baker; George McNab, Agriculture
When: May 2016
Contact: Margo Canady-Johnson
Email: margo.canady-johnson@jfs.ohio.gov
Phone: 614-466-1646

Problem: Due to various inefficiencies, there can be delays, cancellations and stagnation in obtaining approval. Requisitioners and other stakeholders in the process do not know what others need or experience when obtaining a Purchase Order.

Biggest Change:
OAKS 9.2 bug-fixes

Other Changes: Training, coding crosswalk and desk aids to departmental budget coordinators and others involved in the process.

Lead Time - Baseline: 1-270 calendar days
Lead Time - Projection: 1-30 calendar days

Form Time - Baseline: 60 minutes
Form Time - Projection: 30 minutes

Backlog - Baseline: 16 open requisitions
Backlog - Projection: 8 open requisitions

Errors - Baseline: 30
Errors - Projection: 10

Benefits: Requisition approvals could be done correct the first time, without coding errors resulting faster purchase orders.

Download the visuals from a project presentation (PDF)

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Electronic Filing Process

Agency: Job and Family Services
Other Involved Agencies: Bureau of Workers’ Compensation, Public Safety
Process: OUIO Mail and Indexing -- Electronic Filing Process
Project Leader: Traci Chambers
Team Members: Traci Chambers, Nick Lind, Mathew Noble, Joseph Collins, Kathy Forrest, Paul Salaski Vivian Hunt, Milton Holt, Catina Chatman-Lowe; fresh perspectivesIrene Barnett, BWC & Larry Fish, ODPS
When: May 2016
Contact: Anita Jennings
Email: anita.jennings@jfs.ohio.gov
Phone: 614-466-8409

Problem: Mail was being processed in 9 different areas

Biggest Change:
Mail processed in the mail room. Mail is being batched, scanned, and validated in the mail room. Areas review scanned mail, no paper copies.

Other Changes:
Staff are cross trained to ensure all mail is processed timely. Elimination of retyping information that is already in the system by upgrading software. No cost solution because the agency already had the software.

Steps - Baseline: 39
Steps - Projection: 13

Decision Points - Baseline: 6
Decision Points - Projection: 1

Delays - Baseline: 16
Delays - Projection: 1

Number of Processes - Baseline: 9
Number of Processes - Projection: 2

Lead Time - Baseline: 24 hours
Lead Time - Projection: 12 hours

Source of Future Savings: Elimination of post office boxes will lead to cost savings.

Additional Information: Majority of the mail will not leave the mailroom in paper format. The mail will be sorted, sliced, batched, scanned and validated in the mail room. The business areas will use the electronic file to index and process the mail.

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HR Onboarding

Agency: Lottery Commission
Project Type: Camo Belt
Process: HR Onboarding
Project: Process Map
Project Leader: Jeff Drlik, Lottery Commission
When: May-June 2016
Contact: Jessica McEntire
Email: Jessica.McEntire@lottery.ohio.gov
Phone: 216-774-0775

Problem: New hires were starting their first day at work without the proper tools available to them, sometimes waiting two weeks before they had access to everything.
Instead of the new hire bringing back crucial paperwork on their first day of work with them, we're having them return it to us as soon as possible. This way, crucial information in that paperwork can be passed along to get the ball rolling faster.

Other Changes: Unnecessary people are being cut out of the process, and a very crucial role, that of the hiring manager, is being added in.

Steps - Baseline: 50
Steps - Projection: 40

Handoffs - Baseline: 12
Handoffs - Projection: 9

Delays - Baseline: 4
Delays - Projection: 1

Number of Processes - Baseline: 47
Number of Processes - Baseline: 37

Lead Time - Baseline: 28 days
Lead Time - Projection: 14 days

• See process maps of the onboarding current-state and future state

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Debt Summary Process

Agency: Medicaid
Project Type: Camo Belt, Kaizen
Process: Debt Summary
Project Leaders: Michelle Horn, Felicia Sherman, Debora Mayle, Krista King, Meghan Leak, John Haller, Lesley Scott-Charleton, Brandi Potts, Lynda Zamora, Tara Standt
Team Members: Mindi Harris, Meghan Duvall, Lisa Osborne, Travis Moore, Terry Moore, Julie Moore, Cheryl Guyman, Melissa Stills, Sherry Hamilton, Carlos-Vega Quinones, Jeffrey Fukuda, Biljana Manev, Carolyn Simms, Deborah Hugley
When: July 2016
Contact: John W Haller
Email: ohn.haller@medicaid.ohio.gov
Phone: 614-644-1091

Problem: Complicated process involving multiple bureaus Fiscal, Legal, Program Integrity, Operations. Excessive turnaround time to process closures and change of ownership cases. No formalized communication across bureaus and No single tracking systems for the status of each CHOP/Debt Estimate

Biggest Change: Develop requirements for new legislation reevaluating/ reducing the max # of extensions and clearly defining stopping points with audits and the long term care payment unit

Other Changes: Clearly defined roles and better communication across agency divisions. Process Debt Summaries quicker, more efficient, and reduce wait time for debt settlement

Steps - Baseline: 165
Steps - Projection: 67

Handoffs - Baseline: 25
Handoffs - Projection:12

Loopbacks - Baseline: 25
Loopbacks - Projection: 12

Decision Points - Baseline: 25
Decision Points - Projection: 16

Delays - Baseline: 9
Delays - Projection: 4

Number of Processes - Baseline:
Number of Processes - Projection: 6

Lead Time - Baseline: 1,100 days
Lead Time - Projection: 420 days

Benefits: One point of contact for the customer throughout the process rather than being bouced around to multiple business units to resole issues individually.

Additional Information: Although hard savings are difficult to capture, the real benefit to this Kaizen is in process streamlining, New legislation brainstorming and defining the need for a new or modified tracking system. In addition the reduction of extensions being granted to providers in the process will reduce cycle time by an estimate of 50% - 87.5%

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Off-Grounds Medical/Dental Appointments

Agency: Mental Health & Addiction Services
Project Type: Camo Belt
Process: Off-Grounds Medical/Dental Appointments
Team Members: All members from Mental Health & Addiction Services -- Stephen Pessefall, Nurse Executive; Cathy Roma, LPN, Administrative Assistant; Pam Dennis, Transportation; Ester Townsend, Transportation
When: January - March 2016
Contact: Cathy Roma
Email: Cathy.roma@mha.ohio.gov
Phone: 330-833-3135

Problem: Our transportation department staff escort our patients to and from off grounds medical and dental appointments. Multiple steps have been implemented throughout the years to ensure safety and security to our patients and the community but we did not have a defined process in place which made the process inconsistent. With each new staff added to our department, training and expectations have been attenuated so this was a perfect opportunity to take a look at our process and create guidelines.

Biggest Change: The largest change has been designing and implementing a defined procedure/policy to follow and offers definitive expectations. We are conducting immediate changes to the process and it has become apparent where our improvements are tangible and cost effective. We have scheduled a process for the review of the planned improvement in the near future. We will be looking for ways to continuous improve and promote efficiencies in our process.

Additional Information:
I chose this project due to the recent orientation of new staff. We had become so complacent in the process I had concerns we were not following along with the organizational changes and improvements. The training process was increasingly difficult and timely, some steps were being forgotten and/or some were over emphasized. Time and effort had become a factor in this process which was making us very vulnerable in many areas including the safety and security of the organization.
Using the tools made available to me through LeonOhio Camo class it was clear where our strengths and weakness fell and where the time management and process improvements has begun. Currently a Nursing procedure has been implemented, training reports and planned reassessment.

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SBIRT Training Registration

Agency: Mental Health & Addiction Services
Project Type: Camo Belt
Process: SBIRT Training Registration
Project: SBIRT Electronic Training Registration Form
Project Leader: Lindsey Riemann, OhioMHAS
Also Involved in the Project: Ellen Augspurger
When: May 2016
Contact: Gloria Findley
Email: Gloria.findley@mha.ohio.gov
Phone: 614-387-7496

Problem: The SBIRT team addresses registration through the use of emails and telephone calls for the four training courses they offer. SBIRT does not have an efficient training registration process. The team expends excess time providing information and obtaining registration details for their four trainings.

Biggest Change: Use of an electronic form to provide and obtain training registration information (access via hyperlink on OhioMHAS website (SBIRT homepage).

Other Changes: Hyperlinks to course descriptions on OhioMHAS webpage for SBIRT program, and a hyperlink to the registration e-form.

Form Time - Baseline: 30 minutes
Form Time - Projection: 3 minutes

Benefits: The electronic training registration process will benefit both clients and the SBIRT Team. The process allows for the exchange of and receipt of information electronically without multiple calls and emails. As a result there is greater convenience and less time expended.

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Active Treatment Ending Procedure

Agency: Mental Health & Addiction Services (Twin Valley)
Project Type: Camo Belt
Process: Active Treatment Ending Procedure
Team Members: Tara Tallarico RN - MHAS, Twin Valley
When: November-December 2015
Contact: Tara Tallarico, RN
Email: tara.tallarico@mha.ohio.gov
Phone: 614-752-0333 ext. 4244

Problem: The active treatment ending procedure was complicated, lengthy and frustrating for all involved. It contained many steps, complicated forms which contained duplicate information and much confusion on the part of the direct care staff and health information management department on the purpose of the entire process. As a required part of utilization management, it became apparent that there must be a simpler and more efficient way to accomplish this process.

Biggest Change: The biggest change is that two confusing forms were eliminated entirely. This cut down on duplication, delays, decisions, loop backs and the length of time required to complete the process.

Other Changes: Reviews based upon diagnoses are now reviews based upon length of stay. In other words, rather than searching for cases to review with various diagnoses, every case is reviewed at 14 days for appropriateness of continued hospitalization and reviewed weekly thereafter. These same cases are discussed weekly in Bed Management with great success in sharing information and brainstorming ways to facilitate a swift return to the community.

Steps - Baseline:
Steps - Actual: 7

Handoffs - Baseline: 8
Handoffs - Actual: 4

Loopbacks - Baseline: 3
Loopbacks - Actual:1

Decision Points - Baseline: 5
Decision Points - Actual: 3

Delays - Baseline: 3
Delays - Actual: 1

Number of Forms - Baseline: 4
Number of Forms - Actual: 2

Additional Information: As the Peer Review Nurse with the Performance Improvement Department, I am responsible for conducting the active treatment reviews. This process improvement effort has resulted in success not only for myself but for the direct care physicians and health management technicians in that the goal is clearer, less time consuming with fewer forms and steps and with greater success in notifying the community resources sooner that patients have met full benefit from hospitalization.

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Turnover Analysis

Agency: Mental Health & Addiction Services
TPW Turnover Analysis: A Feasibility Study
Team Members: Teri Gardner, Kelly Sole, Terry Porter
When: July 2016
Contact: Vincent Conner
Email: vincent.conner@mha.ohio.gov
Phone: 614-466-9914

Problem: High employee turnover in the Therapeutic Program Worker classification.

Biggest Change: Implemented: TPW information video to provide applicants information about the TPW role. This video includes testimony from current TPW staff and is linked to each posted vacancy and avaialbe online.

Other Changes: In process: Developing "stay" or "retention" interviews for staff to reduce turnover.

Download the visuals from a project presentation (PDF)

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Policy Compliance

Agency: Natural Resources
Project Type: Camo Belt
Lean Practitioner: Rita Stincer
Process: Ohio Collaborative Policy Acknowledgment/Read Process
Contact: Rita Stincer
Email: rita.stincer@dnr.state.oh.us
Phone: 614-265-6817

Problem: In order for ODNR to be in compliance with the Ohio Collaborative, certain policies had to be acknowledged and read by 300+ officers throughout the state. This prompted an update to our process of obtaining, tracking, and collecting data.

Biggest Change: Collection of data is streamlined. Emails are sent to all ODNR commissioned personnel throughout the state with attachments of policies that need to be acknowledged and read. Officers are requested to reply with their acknowledgement. Their email response is then input into a data base, which is date stamped. This information is then collected for ODNR's compliance documents.

Steps - Baseline: 10
Steps - Actual: 6

Lead Time - Baseline: 90 days
Lead Time - Actual: 21 days

Defects - Baseline: 2
Defects - Projection: 0

Additional Results: Data received more quickly, and officers do not have to print/mail original documents. Savings are resulting from reduced printing or mailing, reduced paper usage, and reduced officer time involved in the process.

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Centralized Procurement Process

Agency: Opportunities for Ohioans with Disabilities
Other Involved Agencies: DAS, OBM, MHA, DPS, DOH
Project Type: Camo Belt, Kaizen Event
Process: Centralized purchasing for the state
Project: Central Procurement Process
Project Leaders: Kelly Sanders and Eric Glenn, DAS
Team Members: From DAS: Sandy Herrel, Kellie Johnson, Carol Clingman, Angie Stasiak, Curtis Brooks, Valerie Piccininni, Maria Johnson, Margaret Owens, Cassandra Sellan, Ken Henault, Emily Noble. From OBM: Lisa Scharlott, Troy Gazette. From DOH: Carol Cook, Patricia Coss. From DPS: Kelli Whalen, Robin Lester. From MHA: Scott Ferguson
When: July 2016
Contact: Jenny Jones
Email: jenny.jones@ood.ohio.gov
Phone: 614-433-8279

Problem: The current process is paper driven and lacks standardization between IT and GSD divisions of purchasing. There is little communication and transparency resulting in customer frustration.

Biggest Change: A new landing page will be created to provide a single point of entry for agencies and suppliers.

Other Changes: The team also created a standardize process, regardless of need and a new dashboard will be created to provide up-to-the-minute status of requests.

Steps - Baseline: 174
Steps - Projection: 103

Handoffs - Baseline: 21
Handoffs - Projection: 9

Decision Points - Baseline: 18
Decision Points - Projection: 12

Benefits: Timeline will be faster once all improvements are implemented. Less confusion with the standardization of process.

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DCA1 Trainee Assessment

Agency: Opportunities for Ohioans with Disabilities
Project Type: Camo Belt
Process: DCA1 Trainee Assessment
Project: Tool Demonstration (Camo Belt)
Team Members: Michelle Cunningham, Fred Schindler, Kristen Alexander, Elizabeth Bando, Jenny Fleming, Jeff Miller, Tom Melfo (mentor)
When: September 2015 - January 2016
Contact: Cyndal Glass
Email: cyndal.glass@ssa.gov
Phone: 614-433-8227

Problem: Needed measurable method of assessing competency level of newly hired disability examiners at the point they are released from training and assigned to their unit.

Biggest Change: We now have a standardized method of scoring them to make sure training expectations are being met

Other Changes: We can use this to identify knowledge gaps and institute early intervention. We should be better positioned to influence retention during the year long probationary period.

Download the visuals from a project presentation (PDF)

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Record Retention

Agency: Public Safety (Emergency Management Agency)
Project Type: Camo Belt (5S)
Lean Practitioner: Susan Wyatt
Project: Plans Library 5S
Project Leader: Susan Wyatt
Team Members: Julie Frim, Michelle Hunt, Chas Keeley, Karen Kadar (Project Sponsor)
Contact: Susan Wyatt
Email: srwyatt@dps.ohio.gov
Phone: 614-799-3826

Problem: Difficulty determining whether the agency met its records retention requirements, and whether records management principles (such as tracking through receipt, review, and disposition) were being followed.

Biggest Change: Internal tracking to ensure records are current and retained according to state law.

Other Changes: Assess the contents and need for print vs. electronic records. Establish a policy for storage and retention of records in the Plans Library.

Additional Results: Orderly workspace to improve efficiency, and a documented plan for sustaining the order

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Research Data Request Process

Agency: Public Safety
Project Type: Camo Belt
Process: Research Data Request Process
Project Leaders: Sue Morris, ODPS; Tim Erskine, ODPS
Team Members: Ryan Frick, Natalie Haslage
When: June 2016
Contact: Tim Erskine, Sue Morris
Email: terskine@dps.ohio.gov, samorris@dps.ohio
Phone: 614-387-1951

Problem: Our core function has not been adequately examined for waste or inefficiencies.

Biggest Change: No changes are being made to the process - it is already very lean - but all team members now have a complete understanding of the process and their role in it.

Other Changes: A flow chart has been created so that anyone coming into the process can visualize it from start to finish.

Steps - Baseline: 30
Steps - Actual: 30

Handoffs - Baseline: 3
Handoffs - Actual: 3

Additional Information: This program was already extremely lean but we had not mapped it to visualize it in its entirety. The mapping was beneficial to demonstrate that we are already efficient and can be used to fend off attempts to alter the process that will result in inefficiencies.

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Work Area 5S Project

Agency: Public Safety
Project Type: Camo Belt
Process: 5S for Work Area
Project: Administrative Professional's Workstation
Project Leader: Rochelle Turner
Also Involved: Janie Diozzi and section chief Nick Frost.
When: February 2016
Contact: Rochelle Turner
Email: rturner@dps.ohio.gov
Phone: 614-644-5219

The AP's workstation is the first thing you see when you walk into our area and as you get off the elevator. It was an eyesore and not a true representation of what we do or who we are as a unit. Learning about Five S immediately made me think of her and what she does.Many times as a manager, it would be easier to do the work yourself rather that delegating it to her.

Biggest Change: We provided what her expectations were and a timeframe to get it completed. Images were captured prior to and after to show the improvement.

Other Changes: She has been an employee that slipped through the cracks. She was not given projects because she was not reliable but in her defense she did not feel like she was a part of a team. She is now meeting with both Nick and myself quarterly. She has a weekly activity report that she must submit. She has been given more duties and special projects.

Benefits: The first question asked after the area was cleaned up was did Janie leave the area. We have had numerous compliments on the area now that it has been cleaned up. By actively engaging the employee in work and holding her accountable makes for a better overall situation. The attitudes and atmosphere here have greatly improved.

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Efiling Tutorial

Agency: Public Utilities Commission
Project Type: Camo Belt
Process: EFile filing Help Video - Efiling Tutorial
Project Leader: Tanowa Troupe
When: March 2016
Contact: Tanowa Troupe
Email: Tanowa.troupe@puc.state.oh.us
Phone: 614-644-9745

Problem: High volume calls for assistance with Efiling. Customers were not reading the instructions, so a video seemed like a viable solution.

Biggest Change: Customers are being assisted via video instructional as opposed to staff walking them through filing process.

Other Changes: (1)Written instructions are being reviewed to make instructions more concise. (2) Customers are being directed to video for walk-thru. (3) Efforts are in the works to market use of video.

Redirected Hours - Projection: approximately 700 work hours per year

View the video on YouTube

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Payment Card Process

Agency: Rehabilitation and Correction
Project Type: Camo Belt
Process: Payment Card Process
Project: Payment Card Process Mapping
Project Leaders: Stephanie Starr and Roberta Banks, DRC
Team Members: Danny Yates, Todd Thobe, Shirri Wright-Connor, Kiana Simmons, Charlotte Early, John Rayle Rehabilitation & Corrections
When: March 2016
Contact: Dennis Morgan
Email: Dennis.Morgan@odrc.state.oh.us
Phone: 419-227-2631 ext. 226

Problem: Error rates in the submission of documents needed for processing & approving expenditures

Biggest Change: Training and implementation of standardized work checklist.

Additional Information: After mapping out the process, it be came clear that there were gaps in training, information sharing, etc., as opposed to gaps or extra steps in the process.

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Purchasing Requisition

Agency: Ohio Supreme Court
Project Type: Camo Belt
Process: Purchasing Requisition
Project: New Blue Requisition Form
Begun: July 2015
Contact: Scott Schaller
Email: scott.schaller@sc.ohio.gov
Phone: 614-387-9491

Problem: The form was designed such that it was simple to make errors if you were new to the form. The form now takes early answers and auto fills or limits options later in the form.

Biggest Change: People are using new reporting codes which help with both fiscal and supervisors' budget reports.

Other Changes: They're using a new form which auto populates many fields or gives drop down menus to help with other ones, to error-proof the process.

Benefits: There was consistently a small but significant number of errors on the original form which caused issues in the fiscal department. This has been reduced to an almost negligible amount.

This is a pdf of the form as of March 2016 (PDF format). Operational in Excel, it includes drop-down menus, calendars, and menus that function depending on how other parts of the form are filled out.

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Physical Security Assessment Reports

Agency: Ohio Supreme Court
Project Type: Camo Belt
Process: Physical Security Assessment Reports
Team Members: Jim Cappelli, Terry Lyons, John Groom, Carol Taylor, Cindy Wright, John VanNorman
When: January 2016
Contact: Mindi Wells
Email: mindi.wells@sc.ohio.gov
Phone: 614-387-9500

Problem: The preparation of Physical Security Assessment Reports was taking too long and not producing quality results.

Biggest Change: Developed workflow.

Other Changes: We added levels of review, developed a quality control checklist and template, and slowly removed the additional levels of review once the new practice became habit.

Steps - Baseline: 18
Steps - Actual: 13

Handoffs - Baseline:
Handoffs - Actual: 7

Loopbacks - Baseline: 5
Loopbacks - Actual: 3

Cycle Time - Baseline: 10 calendar days
Cycle Time - Actual: 3 calendar days

Backlog - Baseline: 8 reports being produced
Backlog - Actual: 0 reports being produced

Benefits: Standardized template allows for complete information, nothing overlooked; proofing checklist allows preparer to review and eliminate need for 2 other staff members to review.

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Public Records Requests

Agency: Workers' Compensation
Project Type: Camo Belt
Lean Practitioner: Kimberly Kline
Process: Public Records
Project Leader: Kim Kline
Team Members: Melissa Roach, Kassie Mitchell, Bill Teets, Sarah Huffman, Scott Powell
Contact: Kimberly Kline
Email: Kimberly.Kline@bwc.state.oh.us
Phone: 614-644-0550

Problem: The Public Records office receives an average of 950 requests per month, many of which are simply requests for information. The Public Records unit is asked to create and run reports, even though they are not the owners and may not fully understand the data on the reports. BWC was lacking a standard procedure for dealing with requests.

Biggest Change: The external customer will receive more expedited information by being directed to the appropriate business unit to determine the response. The internal business unit customer will be able to determine and handle the responses when appropriate, thus removing additional waste in the process. 

Other Changes: The creation of operational definitions for a public record and non-public record -- and updating the web (internal and external) and materials accordingly.

Benefits to Customers: This change would allow for a heightened sense of customer service for the business units

Redirected Hours - Projection: 2,547 hours per year

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Flexible Scheduling

Agency: Workers’ Compensation
Project Type: Camo Belt
Lean Practitioner: Angela Danler
Process: Flexible Scheduling
Project Leader: Michael Berger / BWC
Contact: Angela Danler
Email: anjjdee@yahoo.com
Phone: 330-754-7833

Problem: Training needs prompted overtime. Research shows that job flexibility offers many benefits to businesses, including improved job satisfaction, reduced absenteeism, greater commitment, and reduced turnover. Flexibility enables our employees to adjust their work day to meet business needs while accommodating an employee's non-work life.

Biggest Change: Flexible schedules assist in reducing sick, vacation, and personal leave usage, allow time for last minute personal situations and contribute to improved employee morale. Flexible work schedules allow people to miss the least amount of work in order to be able to serve our customers more efficiently. 

Other Changes: Employees are now accountable and responsible for the use of their time and work schedules. Flexible schedules promote respect and trust between supervisor/manager and employee. By meeting the personal needs of most employees BWC can continue to meet the needs of all our customers. Happy employees are productive employees.

Customer Satisfaction Rating - Baseline: 1
Customer Satisfaction Rating - After the improvements: 4

Benefits to Customers: Employees are able to maneuver their required work hours and still manage personal life. This is causing the employees to work more, thus providing more customer service.

Additional Information: The average increase in sick, vacation and personal leave accruals was 22% as a whole. Each leave type accrues differently. Each person's pay rate also varies. To determine the actual savings in leave time, each employee would need to disclose their pay rate along with the before and after balances obtained for this study. The fact that employees maintained and increased balances shows higher attendance at work, thereby less interruption to customer service. Employees are also less stressed and morale has increased per the survey results.

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Form Management

Agency: Bureau of Workers' Compensation
Project Type: Camo Belt
Lean Practitioners: Maelana Crockett, Robena Holloway, Revonda Leonard, Valerie Horton
Process: Drug Free Safety Program Participation Requirements
Project Leader: Robena Holloway
Contact: Maelana Crockett
Email: maelana.c.1@bwc.state.oh.us
Phone: 614-466-8516

Problem: Several Drug Free Safety Program participants were removed from the program due to non submission of the Safety Management Self Assessment form (SH-26).

Biggest Change: SH-26 will be required to be submitted with initial application before approval is granted to participate in the Drug Free Safety program.

Steps - Baseline: 25
Steps - Projection: 15

Additional Results: The submission of the SH-26 upon enrollment will provide more convenience while reducing the number the forms required that are to be submitted throughout the program year. Less time will be spent sending program deadline reminders, which will eliminate over-processing and duplication of efforts.

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Settlement Application Process

Agency: Workers' Compensation
Project Type: Camo Belt
Process: Settlement Application Process
Project: Settlement Application Improvement
Project Leader: Justin Quinn
Team Members: Carolyn McKinnon, Carlos Alicea, Colleen Erdman, Derrick Knapp
When: March-April 2016
Contact: Justin Quinn
Email: justin.quinn@ohiobwc.com
Phone: 614-466-6119

Problem: There was a lot of waste in the Non-complaint/VSSR settlement process mainly due to waiting. The employers had to wait to find out about the ability to settle, the settlement coordinator had to wait to receive applications and wait if the application was not correct.

Biggest Change: We are going to add a settlement potential notification letter that will be sent out to inform employers we identify that they may be able to settle. This will move the system from a push to a pull structure as we are starting the process instead of waiting for the employer.

Other Changes: We are also going to create an instruction sheet for our Legal-16 form. we are unable to change the form, as everything on it currently relates directly to a legal requirement. However, we believe that the current errors in submission can be reduced by adding the instruction page. I also identified an issue with my settlement coordinator not correctly and completely updating the settlement database. This has made accurate metrics a bit suspect.

Delays - Baseline: 3
Delays - Projection: 0

Errors - Baseline: 18
Errors - Projection: 9

Benefits: These improvements will alert employers of their ability to settle their non-comp/VSSR liability sooner. This will allow them to get out from under thier debt to the BWC. These improvements will also decrease the errors on application and un-workable applications submitted. This will alleviate frustration by employers at having applications returned or rejected.

Download the visuals from a project presentation (PDF)

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 January-December 2016

Ohio Adjutant General's Department
Balanced Scorecard Process

Pick, Pack, and Ship
Automated External Defibrillator Process
Unit Training Plan

Ohio Department of Administrative Services
2016 Fleet Vehicle Registration & Titling Process
2016 Test Plan for OHGrievance
2016 5S Copier Zone
Determination and Recommendation
Circuit Ordering Process
5S of Supply Room

Ohio Department of Aging
2016 Performance Measures for Grants
GovQA Process
Quality Review Process

Ohio Department of Agriculture
Pesticide Check Deposit Process

Ohio Attorney General
Informal Dispute Resolution

Ohio Auditor of State
2016 Improved Food Service Workbook
School District Peer Selection

Ohio Office of Budget and Management
2016 Invoice Processing
2016 Scorecard Review Process
2016 Voucher Mistake-Proofing
2016 Budget Director's Press Clips
2016 PUCO Damage Prevention Fees Process
Enterprise Content Management
OSS Denied Vouchers
Accounts Receivable
Contact Center Call Handling Process
Travel & Expense Pre-Audit Process

Ohio Chemical Dependency Professionals Board
2016 Communication Website, Applications, and Form

Ohio Department of Commerce
2016 Lab Submission Form
2016 Fire Safety Training for Healthcare Agencies

Ohio Development Services Agency
2016 Market Research Surveys

Ohio Environmental Protection Agency
2016 Public Records Retrieval Process
2016 TBA Application
Emergency Response Process
Trade Secret Claims Process
DMWM Licenses & Registration
NPDES Permit Re2015al

Ohio Department of Health
2016 User-Friendly Forms and Documents
2016 Returned Mail Process
2016 Critical Access Hospital Crash Carts
Requests for Infant Mortality Information

Ohio Department of Higher Education
Customer Feedback

Ohio Department of Insurance

Enforcement Process

Ohio Department of Job and Family Services
2016 OAKS Requisition to Purchase Order
2016 OUIO Mail and Indexing -- Electronic Filing Process

Ohio Lottery Commission
2016 HR Onboarding

Ohio Department of Medicaid
2016 Debt Summary
Travel Request Process

Ohio Department of Mental Health & Addiction Services
2016 Off-Grounds Medical/Dental Appointments
2016 SBIRT Training Registration
2016 Active Treatment Ending Procedure
2016 TPW Turnover Analysis
Nursing Appointment Scheduling
5S of Conference Room

Ohio Department of Natural Resources
2016 Policy Compliance

Opportunities for Ohioans with Disabilities
2016 Centralized Purchasing
2016 DCA1 Trainee Assessment
Actual Service Data
VR Case Assignment Process
Case Services Invoice Process
UPDATED Disability Hearings Unit Process
Help Desk Ticket Process
Medical Contractor Pay Process
UPDATED VR Eligibility Determination Process

Ohio State Board of Pharmacy
Licensing Process

Ohio Department of Public Safety
2016 Record Retention
2016 Research Data Request Process
2016 Work Area 5S
LEADS Document Management
Civilian Hiring Process

Public Utilities Commission of Ohio
2016 EFile Filing Help Video

Ohio Department of Rehabilitation and Correction
2016 Payment Card Process

Ohio Supreme Court
2016 Purchasing Requisition
2016 Physical Security Assessment Reports
GRF Payment Process
Procurement and Contracts Process

Ohio Department of Taxation
Contractors Onboarding and Offboarding
NEW Supply-Inventory Management

Ohio Turnpike and Infrastructure Commission
Procurement Process

Ohio Bureau of Workers' Compensation
2016 Public Records Requests
2016 Flexible Scheduling
2016 Form Management
Settlement Application Process
Employer Enrollment in Savings Programs
Employee Onboarding

Ohio Department of Youth Services
Education Data Collection
Interdisciplinary Treatment Team Process