SPRING 2021 | PM magazine
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GOVERNMENTAL REPORTING LINES CAN BE SEEN AS TRIPPING HAZARDS TO PROJECT MANAGER’S SIX SIGMA IN GOVERNMENT While numerous articles and case studies have documented the powerful impact of Six Sigma Engineer principles on the business world, Six Sigma principle Baltimore City implementations in Department of Public government have proven Works to be just as successful. However, this success does not mean that government agencies are ready to fully embrace the lean techniques in all facets of their operations. In fact, different governmental entities have systems and practices in place which limit the use of Six Sigma principles. Having Six Sigma professionals presents a major opportunity for government agencies to improve operations, reduce costs, and eliminate waste if they can work through governmental impediments. Michael Hallmen, MSEE, BSEE, PE, CAPM, LEED BD+C
The lengthy process was upsetting to employees and hindered the agency’s productivity. By applying Six Sigma principles to the process, the wait time for security clearances was reduced by more than 70%, resulting in a substantial improvement in productivity and making it easier for the agency to control costs and scheduling (Villanova University, 2020). These are just a few examples of Six Sigma government success stories. In project management, it is imperative to develop a solid quality plan and to monitor and control the project quality. Each phase of quality management should be addressed in the project management plan and guided with expert judgement and data analysis to provide the correct metrics and controls needed to deliver the project within specifications. (Project Management Institute, 2017)
Governmental Impediments Government practices and policies can be prohibitive What is Six Sigma? to the installation of Six Sigma principles. Whether it Six Sigma helps to simplify business processes through is a lengthy approval process that requires a number a five-phased approach. These phases include defining of signatures from various stakeholders, the need to the parameters being measured along with result include various ancillary stakeholders in the decisionexpectations, measuring the current performance, making process, or established governmental policies, analyzing the results to determine the root cause of the there can be any number of impediments which can problem, improving solutions to the problems that are hinder the success of lean government practices. This designed and tested, and controlling the implemented makes for a significant effort in managing stakeholders changes with support systems. By incorporating the for any project manager. For example, in Baltimore City, cross-functional value stream maps, agents are able to Expenditure Authorization Request (EAR) forms require identify areas of waste and inefficiency. Many existing multiple reviews and approvals from 14 independent processes have embedded rework and workarounds, sections prior to submission to the Board of Estimates a plan or method to overcome an existing problem for for final approval. This process can take anywhere from persistent problems. When wasted effort is removed four to six months for final approval. The lengthy EAR and the rework and workarounds are no longer needed, approval process has a direct impact on operational the remaining processes are simpler and often much costs and the efficiency to service customers. easier to manage and control. This leads to a faster process, which results in better customer service and The Lean concept of Transparency, or visual control, better customer satisfaction. broadens our awareness of problems so that issues quickly become known to all stakeholders and action may be taken. Visibility fosters an ‘all hands-on deck’ philosophy; stakeholders stop what they were doing to help relieve the bottleneck caused by process problems, “By minimizing waste decrease the reaction time to waste, foster responsibility, and inefficiencies...Six Sigma and aid in problem solving (Anbari, 2002).
government applications can help local, state, and federal agencies attain the type of results long enjoyed by corporations.”
Instances of Successful Government Implementation By incorporating Six Sigma principles, governmental agencies have been able to streamline processes and achieve a dramatic reduction in costs. As an example, one government facility reduced the processing time for staff to receive their credentials. For doctors, the process reduction was reduced by eleven days, while the process for registered nurses decreased by eighteen days. By implementing continuous process improvements and Six Sigma, the government facility saved almost $1 million annually. The agency anticipates that rolling out the new processes to the entire system will result in approximately $114 million in savings (Villanova University, 2020). Another successful Six Sigma application in a government agency enabled personnel to obtain new or additional security clearances much faster.
“The Lean concept of Transparency, or visual control, broadens our awareness of problems, so that issues quickly become known to all stakeholders so that action may be taken.” For instance, application of this Lean concept would help to expedite an otherwise lengthy process and enable quick response to agency needs. Path Forward The major tenets of Six Sigma are equally relevant to government practices as they are to other industries in the private sector. In the past, government agencies have been prone to developing overly complex and inefficient processes, making Six Sigma an even more powerful tool in managing stakeholders and projects in general. Utilizing Six Sigma implementations within the project management plan has shown the propensity to save significant time and money for government agencies, and the improved operational processes will continue to increase productivity, efficiency, and savings as the processes become more ingrained. By minimizing waste and inefficiencies and enabling workers to achieve near-perfect quality, Six Sigma government applications can help local, state, and federal agencies attain the type of results long enjoyed by the private sector. .
References: Anbari, F. T. (2002). Six Sigma Method and Its Applications in Project Management. Project Management Institute Annual Seminars & Symposium. San Antonio: Project Management Institute. Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK guide) (6th ed.). Project Management Institute. Villanova University. (2020, March 12). Villanova University. Six Sigma in Government https://www.villanovau.com
