Lean  Government
                       Region  10 New Personnel Workstation Setup Process
                                          Lean  Event Case Study
EPA Region 10 conducted a Lean kaizen event to improve the efficiency of its User Management Request (UMR) process in March 2011.
The UMR process is a procedure that the EPA Region 10 office uses to provide new employees, transfer employees, interns, contractors,
and volunteers with a functional workstation. This process includes the provision of hardware, software, phone service, an email
account, access to library and records management systems, system training, health and safety training, and other services required to
conduct business. The UMR system relies on an IT management software package, which had last been updated in 2010 prior to the
The objective of the event was to reduce the time required to complete the UMR process for new employees and other new system
users. During the five-day event, the Lean team exceeded its original goal of reducing lead time by 50 percent, instead identifying
process improvements that would result in a 74 percent reduction in lead time. The team worked to implement the identified
improvements in the months following the event, and despite some challenges in scheduling necessary software changes, the new
process has shown notable results.
  Participants in the Lean event created a new process for UMR in Region 10 that is more efficient than the old process. They set a goal
  to reduce lead time by 50 percent, and developed targets for the time to gather data prior to a new user's arrival. These targets were
  designed to reduce time at each stage of the process, and included a target to complete data gathering at least six days prior to a new
  user's arrival.

  The team achieved a new future state process that reduces lead time by 74 percent and cuts the number of steps in the process by 34
  percent. The following table displays performance metrics and targets for the new process, which has been successfully imple-
UMR Lead Time
Number of Steps
Starting State
19.5 days
140 steps
10 days*
[No target set]
Target %
[No target set]
New Process Results
5 days
92 steps
New Process %
  *Revised target based on 50% reduction goal and updated information about starting state lead time

Scope of the Lean Project
Project Scope: The User Management Request process from the request submittal to installation of the workstation
The goals of the event included:
        Reduce UMR process lead time by 50 percent
        Develop targets for the time for office analysts and PC coordinators to gather data

Process Changes and Improvements
During the kaizen event, participants developed and analyzed a current state
map of the UMR process and used it to identify potential improvements that
would result in an improved future state. Participants split into two teams to
identify potential improvements after dividing the current state map into two
phases. Participants utilized the "5 Whys" method to determine the sources of
waste in the process, and then identified non-value added process steps and
rework that could be eliminated.

The new process is designed to achieve the following processing times:
        UMR data gathering is completed by 6 days prior to the new user's
        Equipment is delivered and operational by 1 day prior to the new user's
        Information entry into Microsoft Active Directory server is complete by
        3 days prior to the new user's arrival
        Lotus Notes software  is installed and operational by 2 days prior to the
        new user's arrival
        Oracle software is installed and operational by 2 days prior to the new
        user's arrival

Changes that the team identified to achieve the efficiency improvements in the
future state process included the creation of:
       An employee instruction sheet to help new employees understand the
       Standard forms and procedures
       A data-maintenance process                                Figure 1: New Standard User Management Request Form

As part of these improvements, the team developed standard work
for the new standard UMR form. Participants proposed several
changes to the software used to manage the UMR process in order to achieve improvements. Figure 1 shows the team's draft of the
new standard work form that the software now generates automatically. The new software also utilizes a new visual control status bar
to track the progress of the UMR process from start to finish.

Finally, the team developed a communications strategy to explain the new process throughout the regional office and to solicit feedback
during the implementation phase.
Following the event, the team initially encountered challenges in scheduling the software contractor to make the changes to the UMR
management system, which delayed full implementation of the process improvements. During this phase, the team worked to complete
data gathering, design details, and a list of requirements for modification to provide to the software developer. The team also
implemented a communication strategy to promote the new process throughout the office, and met with various groups to introduce
upcoming changes, solicit feedback, and answer questions. At the team's 45-day report-out, even before the software developer was
able to make the planned changes to the system, the team announced that it had observed some improvements in process efficiency.
This may have been the result of the team focusing more attention on the UMR process, and applying Lean thinking learned during the
event to everyday work.

In October 2011, the programmer was able to implement the program system changes that were designed by the kaizen event team.
One new addition in the system is a visual control indicator that shows the system user where a request is in the process, as shown in
Figure 2.

In November 2011, the UMR kaizen event team leader and manager of the UMR process reported that of the 11 UMRs processed that
month, 100 percent were accurately completed within the six-day target window after the completed request was fully entered.
As of one year after the event (March 2012), all of the deliverables that the team identified during the event have been  completed. "Buy
-in" from managers during the process improvement implementation  has been excellent, which helps to ensure that the improvements
achieved will be maintained into the future. Improvements include:
       New users are now provided with a one-page document explaining how to log into their computers for the first time and who
        to call for technical support
       Tasks that were identified during the event as duplicative have  been eliminated
       Increased visibility of the process that resulted from knowledge of the event helped ensure that improvements would remain in
Delivery of a phone, computer, software, and access to internal systems is completed within five business days of a new user's arrival in
90 percent of cases. The regional office is now considering holding a Lean event on the de-provisioning process.
                          Figure 2: Tracking Software with New Visual Control Status Bar

  For More
                                       Lean Event Contact:
                                       Jack Boiler, EPA Region 10, (360) 753-9428, boller.jack@epa.gov

                                       EPA Lean Government Initiative:
                                       Kimberly Green-Goldsborough, EPA Office of Policy, (202) 566-2355

United States
Environmental Protection
                                  Office of Policy
      July 2012
EP A- 100-F-12-001