Lean Government
EPA Region 4 Large Procurement Process Review
Lean Six Sigma DMAIC (Define Measure Analyze Improve Control) Method
Summary
EPA Region 4 conducted a DMAIC event starting with a formal project kickoff meeting on Nov 2, 2012, to reduce the
Regional Acquisition Program processing time for large procurements (Competitive Procurements greater than
$150,000) adhere to Federal Acquisition Regulation (FAR), Contracts Management Manual (CMM), and EPA guidance.
The project team completed the DMAIC method final Tollgate on Jul 1, 2013.
The project team completed the five DMAIC steps to evaluate
solutions to reduce the procurement processing time of 582 days to
the expected Procurement process standard of less than or equal to
360 days. The project team also wanted to reduce the Procurement
Identification Notice (PIN) Processing Time from 232 days to meet the
EPA standard of 90 days. The Team identified cause and effect issues
contributing to increased processing time, and prioritized critical items
with recommended solutions. The Team recommended the
Acquisition Management Staff and SuperFund staff members acquire
knowledge and experience in drafting, coordinating, and finalizing
procurements documents. By acquiring the knowledge and skills, the
Team felt that staff members would enhance their ability to
coordinate and finalize the procurement documents to reduce
processing time.
During the event, participants developed maps of the existing process,
"To Be" Value Stream map, and team solutions to reduce processing
time. The team proposed prioritized solutions were:
Priority Solution
1 Solution A: Quick "Win Wins," Best Practice Document
2 Solution B: Tech Panel Training/CO provides instructions to
Tech Panel/CO involvement with panel/Work
Group to improve TEP Report
3 Solution C: On-going Training
4 Solution D: Employee Experience/EASTraining/Template
5 Solution E: Roles & Responsibilities Doc, FAR Policy, CO
provides options to PO, CO consults with legal
advisory groups, SRMAC, and supervisors & Staff
members Mutual Respect
6 Solution F: Protocol Resolution, CO get early input from
Advisory Groups
Results
The team developed a new request for
Procurement Assistance process that starts
with the Program Office's (customer) email
to the Acquisition Section Chief (Process
Owner) to assigning the Contracting
Officer within 5 days, and scheduling the
Questionnaire meeting within 15 days. The
improved state will achieve the following
results:
Support reducing the processing time
Improve the preparation of the PIN
document
The event also helped participants to
communicate and collaborate more on
how to improve the procurement process
from PIN to contract award and use the
Questionnaire meeting to collaborate,
draft, and complete the PIN document
with less re-writes.
The team recommendation is to review
Quick "Win Wins" process in December
2013. The goal is to evaluate
recommendations based on the "To Be"
Value Stream Map processing times.
The team's Quick "Win Wins" proposal provided opportunities to reduce the PIN processing time therefore reducing
the total processing time for large procurements.
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Scope of the Lean Project
Project Scope: The first step of the process is PIN Package development, and the last step of the process is Award Notifications
(Scope-out: The project did not address non-competitive acquisition or actions under existing contracts).
Goal of the Lean Event: Streamline the process to complete new procurements greater than $150,000 in less than 415 days and
complete and approve Pre-Solicitation packages within 65 days.
Problem statement: The R4 Procurement process is currently operating at an estimated average of 582 days (232 days-
Procurement Initiation Notice (PIN) work; 350 daysacquisition), the expected Procurement process standard is less than 360
days (90 days-PIN work; 360 days-acquisition) for Competitive Procurements greater than $150,000.
Note: Problem statement adjusted to meet EPA Proposed standard.
Figure 1: Quick "Win Wins" PIN Process
Acquisition Plan
I
PO Email CO
tor Procurement
Assistance
PIN Prep (Scope,
Value,andlGCE)-6E
Calendar Days
CO Acknowledge
Receipt/ Lngin Data
Base
±
RCO Assigns CO (5
Calendar Days)
eltfll dft
Compl
Requirement Document
(RD) Doc (AMS/
Customer)
(CLG tamer Prep ares
Draft- 6 Months)
PO Id/Coontact Panel
Member;
AMS Chief
Assigns CO/
Questionnaire
Meeting/
Start
Final Acq
Package
I
PIN Receipt
I
PIN Receipt
PIN Forwarded
to PO for
Revision
I
Approves/
Accepts
Package
I
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Figure 2: Current Process Map
Process Map - Reduce Procurement Administrative Lead Time (PALT) standard less than 415 days for PRs greater than $150,000.
CIWI
Phase I/II j Phase III/IV
VciceoftheBusiness
EstJimtedProcesangllim 4D&7
Acquisition Process (Joint CO/PO Processing)
\titEiftteQdaTB-
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Process Changes and Improvements
Participants in the Lean event mapped the procurement process from acquisition planning to contract award.
The team identified the following changes (Quick "Win Wins") to improve the process with recommendations:
Email Request for Procurement Assistance:
Email from Program Office (PO) to Contracting Office (CO) requesting procurement assistance.
Email content/attachments (examples/but not limited to):Statement of work/performance work statements.
Independent Government Cost Estimate (IGCE).
AMS Chief assigns Contracting Officer within 5 days of request for procurement assistance.
Questionnaire Meeting scheduled 15 Days after AMS Chief assigns a Contracting Officer.
Purpose: Contracting Officer/PO complete questionnaire together (collaboration).
PO identifies contact/panel member.
Recommendations:
Continue to manage Quick "Win Wins" Procedures.
Review process in 6 months (NLT Dec 14, 2013).
The "To Be" Value Stream Map shows the seven major steps relevant to the Acquisition process for large procurement with
processing times. The processing times are EPA proposed times and will establish the standard to measure future procurement
processing.
Figure 3: "To Be" Value Stream MapGoal: Total Processing Time standard less than 360 Days for PRs greater than $150,000
Represents Phone Calk, finals, Documents, etc.
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Implementation
During the event, the team identified the following steps that they will take to implement the improvements identified
during the event:
1. Implemented PIN Quick "Win Wins." The PIN request process was implemented on February 22, 2013.
2. Complete Joint Training Schedule. The Acquisition Management Office and Program Office will schedule and
complete joint training sessions.
3. Complete Dispute Resolution Protocol Document. The Acquisition Management Office and Program Office agreed to
complete the protocol document to facilitate communication and resolve differences at the lowest organizational
level.
4. Contracts Management Manual (CMM). The Acquisition Management Section will continue to provide input to EPA
and share informational updates with the Program Offices.
5. Coordinate and complete the transition document.
Figure 4: Transition Plan
Step DueDate Action/Task
FebMH Implemented PIN Qui<*
"Win Wins"
Grants & Acquisition
Management Branch
J n2Q13 Complete Joint Training AMSChief/PO
Schedule Sect ion Chief
JUN2Q13
Re solution Protocol
Document
JUNM1J Contract! Marugcflient
Transition Document
Grants & Acquisition
Management Branch
,/PO Section Chief
Aomm table
AMS
Consulted
AMS/Program Off';.;:
AMS/PO
HQEFA
BBc
Grant; & Acquisition
Management Bran*
Chief /Acquisition
Management
Section and SF staff
members
AMS/PO
AMS/PO
Grants £ Acquisition
Management Brancha
Chief/ Acquisition
Management
Section Chief
Grants Si Acquisition
Management Branch
Chief/ Acquisition
Management
Section andSF Section
Sponsors, AMS, PO
Sponsors, AMS, PO
Sponsors. AMS, and
PO
AMS/PO
Grants & Acquisition
Management Brancha
Chief/ Acquisition
Management
Section
Grants& Acquisition
Management Branch
Chief /Acquisition
Management
Sect ion and SF naff
members
Sponsors, AMS, PO
The team also concurred with the transition plan and several recommendations to support implementing the process
improvements identified during the event:
Tech Panel Training/CO provides instructions to Tech Panel/CO involvement with panel/Work Group to improve TEP
Report.
Develop employee experience and knowledge.
Train staff members on EAS.
Develop and share Procurement Process Template(s) such as presentation for PIN Questionnaire meeting.
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Lessons Learned
After the event, the following lessons were provided:
Future project teams should include Subject Matter Experts, stakeholders, customers representing Information
Technology, Budget, Legal, etc.
Plan the project with process owner - process owner take lead on some administrative activities, and assign
team members specific responsibilities for each step.
For More
Information:
Lean Event Contacts:
Black Belt (Candidate): Abe Morrall, EPA Region 4, (404) 562-9651,
morrall.abraham@epa.gov
Event Sponsor: Ken Lapierre, EPA Region 4, (404) 562-8570, lapierre.ken@epa.gov
Process Owner: Keith Mills (Raquel Hill), EPA Region 4, (404) 562-8366, mills.keith@epa.gov
Customer: David Keefer, EPA Region 4, (404) 562-8932, keefer.david@epa.gov
Team Members:
Ed Chu, Franklin Hill, Randall Chaffins, Cory Berish
Dorothy Rayfield
Gary Wells
JohnSpruill
Debbie Hoover
Kim Washington, Michael Allen & M. Benson
David Keefer, Charles Swann, Dora Johnson, Luis Flores
EPA Lean Government Initiative:
Kimberly Green-Goldsborough, EPA Office of Policy, (202) 566-2355
green-goldsborough.kimberly@epa.gov
www.epa.gov/lean/government
Champions
Stakeholder
MBB, Mentor
MBB, Mentor
Resource Manager/
Subject Matter
Expert (SME)
Process SMEs
Program Office/
Customers
United States
Environmental Protection Agency
Office of Policy
(1807T)
September 2013
EPA-100-F-13-004
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