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Local Supplemental Nutrition Assistance Program (SNAP) offices across the nation are undertaking initiatives to modernize and improve operations through Business Process Reengineering (BPR). Business Process Reengineering involves the redesign of key business processes to achieve dramatic improvements in productivity, cycle times, quality and customer service. IMPAQ works with the States of Nebraska ad Tennessee to implement BPR practices that enable transformational change and sustainable ongoing improvements. Exhibits Challenges Introduction Lessons Learned Main Tools Description Value Stream Maps A Value Stream Map is a visual diagram of how information and material flow through a process. This tool is used to examine a process for the presence of wasteful or unnecessary activities. Value stream maps help teams interpret the “As is” and future state of a process, including areas functioning well and those needing improvement. PDSA PDSA (Plan-Do-Study-Act) Cycle is a method for continuous process improvement. A PDSA cycle guides teams through small scale and rapid cycle tests of change. This problem solving technique involves the following steps: 1. Plan: Identify a goal or purpose, formulate a theory, design the steps of implementation, and define successful metrics. 2. Do: Implement the developed plan. 3. Study: Monitor the outcomes of the Do step to assess the impact of the change or the need to make adjustments. 4. Act: Integrate the learning from the previous steps to implement, adjust, or change the original test prior to starting another PDSA cycle. Sample of Support Tools 1. Gemba Walk Tool: The Gemba walk tool is used to document the observation of work processes to get a better understanding on how they operate. Gemba and its associated philosophy offer an opportunity for managers and leaders to reinforce the “go see” principal of BPR and Lean. 2. Job Shadowing Tool: The job shadowing tool is used during job shadowing to document and understand the tasks and processes associated with a job function. Job shadowing is conducted to better understand the process and challenges faced by staff at all levels. 3. Team Organization Tool: The team leader has the primary role to coordinate tasks and communications between front line staff, supervisors, project sponsors, and leadership. To maximize team potential this tool is used to: • Identify staff member roles of the core BPR team, • Clarify roles, responsibilities and expectations of the team. 4. Data Collection Tool: A data collection plan lays the foundation for continuous process improvement. Key considerations for data collection activities include: • Identify a problem and how it occurs, • Make decisions on how to collect information through interviews, focus groups, surveys, etc. • Establish who in the process is affected by the problem, • Find historical data, • Define what is to be measured, • Determine training needs, • Decide how to analyze, interpret and report results, • Agree on frequency and timeline of the data collection activities. Application Timeliness Data Source: USDA. (2010). Enhancing Supplemental Nutrition Assistance Program (SNAP) Certification: SNAP Modernization Efforts. Final Report Approach Transforming the Supplemental Food Nutrition Assistance Program (SNAP) Through Business Process Reengineering Applying Lean Six Sigma Tools and Methods to Improve Service Delivery in Human Services Anna Yego , HIT CGBLSS (443) 259 - 5173 [email protected] IMPAQ International, Columbia, MD. Type of Poster: Industry Application Exhibit 2: PDSA Cycle Exhibit 1: Value Stream Map • BPR efforts are not about a one time fix. Sustain a culture of continuous improvement. • Create a learning organization. • Leadership plays a critical role in any successful BPR project. • Effective communication is a key requirement. • Staff at all levels should be involved. • There is no one size fits all approach to BPR. BPR process solutions vary based on unique circumstances. BPR can be effective in making improvements in any setting. Results • Action: Examine current business processes. • Ask: Why do we do what we do? 1. Assessing • Action: Develop a new process. • Ask: How can we improve what we do? 2. Planning • Action: Test the new process. • Ask: How is the new process working? 3. Piloting • Action: Communicate changes across the system; • Ask: How do we effectively communicate about changes, reasons, & resources needed to consistently implement? How do we continue monitoring the data? 4.Transitioning Exhibit 3: PDSA Cycle Reporting Form 0.00 10.00 20.00 30.00 40.00 50.00 60.00 70.00 80.00 90.00 100.00 2011 2012 2013 2014 2015 % of Applications Processed On Time Year Nebraska and Tennessee Application Timeliness Improvements Nebraska Tennessee While the SNAP program has grown considerably in the last two decades, many States have struggled to meet the timely processing of applications, error rate reduction, and quality customer service. Other challenges States face include: • Complicated eligibility processes, • Duplicative processing, • Long customer wait times, • Increased workload burden on staff, • Insufficient system automation, • Lack of training for personnel on customer satisfaction and timeliness, • Unmotivated employees. IMPAQ evaluates & enhances public programs and polices. Learn more at impaqint.com.
