The document discusses ways to improve government service delivery processes through reducing red tape and inefficiencies. It notes that while red tape is meant to ensure quality, consistency and fairness, it often leads to poor customer service when processes are not streamlined. The document advocates mapping current processes, eliminating waste like batching and queues, stabilizing workflows, and prioritizing continuous improvement through tools like visual management systems. Case studies show how these approaches helped improve throughput, reduce wait times and staff overtime.

1. Give Red Tape a Good Name
Norman Faull
Lean Institute Africa

2. Purpose of ‘red tape’
•To codify correct procedure in providing a service
•To ensure consistency in service delivery
–Quality of service − Fair to all
–Turnaround time
•To facilitate the training of employees
•To obstruct corrupt practices
•To provide a basis for continuous improvement

3. Does this look familiar?
Published by dti 2013
Author: Rae Wolpe

5. When things go wrong
•LIA experience
–registering as a company
–registering as a vendor
•‘With a city up north….’
•With PGWC Ariba
–Most Liveable City in World
•John Seddon, 2008

6. Why is service delivery important?
•Monopoly supplier
–External cost to society of poor quality, slow, unreliable services
–Internal cost to supplier of ‘failure demand’
–Invites alternative ‘efficient’ competitors
•The gatvol factor
–Gauteng had 540 protests between 1st April and 10th May 2013 (K Patel, Daily Maverick, 16 May 13)
–Nearly 3000 protests over previous 90 days involving > 1m people (M du Preez, Pretoria News, 11 February 2014)
–Estimated 300 incidents per year (M&G, 29 Aug 2014)
•What triggers the Arab Spring?

7. What is annoying people?
The causes of protest range from the popular shorthand of “service delivery” to the slightly more considered view that people are demanding public service, not necessarily service delivery. These explanations point to a weak local government, inadequate service delivery to the most needy, or local government failure with poor political oversight of officials and a lack of responsiveness and accountability by political representatives.
M&G, 29 Aug 2014

8. Business Process Reengineering
•Rose to popularity in early 1990’s
•focusing on the analysis and design of workflows and business processes within an organization. BPR aimed to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors
•The most frequent critique against BPR concerns the strict focus on efficiency and technology and the disregard of people in the organization that is subjected to a reengineering initiative. Very often, the label BPR was used for major workforce reductions.
http://en.wikipedia.org/wiki/Business_process_reengineering#Critique; 14 September 2014

9. Key concepts for workflow improvement
•Efficiency matrix insights
–Stability
–Prioritise Flow
–Let resource efficiency follow
•Functional silos interrupt flow
•Batching interrupts flow
•Rework (‘failure demand’) disrupts flow
•Basic tools
–Mapping − 5S
–Visual Management − Triage!

10. Practice-Performance Matrix
Performance
Practices
lo
hi
‘All’
e.g. Waiting time, Quality Service, etc.
e.g. Team Work, Problem- solving, Operator-centred maintenance, etc.
‘None’
Dysfunctional
Unsustainable
Unpurposed
World-class

11. Efficiency Matrix*
*Modified from Modig & Ahlström (2012) This is lean
Resource efficiency
Service efficiency
lo
hi
hi
Actual output Rated output
Service time
Journey time

12. Efficiency Matrix
Modig & Ahlström(2012) This is lean
Resource efficiency
Service efficiency
lo
hi
hi
Increasing variability damages both efficiencies!

13. Efficiency Matrix
Resource efficiency
Service efficiency
lo
hi
hi
Probably where most operations actually are!

14. Efficiency Matrix
Modig & Ahlström(2012) This is lean
Resource efficiency
Service efficiency
lo
hi
hi
We believe the improvement journey is via stabilising operations and targeting flow through the service channel
Service time
Journey time

15. This also illustrates silo process flow vs cellular flow

16. Ways of improving?
•Waiting time reduction by removing batching
•Improvements from triage
•Improvements from levelling demand

17. Evidence & effect of uneven load
0
50
100
150
200
250
300
1st Wk 2nd Wk 3rd Wk 4th Wk
Mon
Tues
Wed
Thur
Average on 4-
day week
Average on
5-day week
Waiting of over 10 hrs
Waiting of 5 hrs
Waiting of 4 hrs

18. Wednesday 9th Feb 11 at 14h30
Wednesday 9th Feb 11 at 14h30
Wednesday 9th Feb 11 at 14h40
Thursday 10th Feb 11 at 13h15

19. Thursday 10th Feb 11 at 14h50
Thursday 10th Feb 11 at 15h05
Thursday 10th Feb 11 at 15h50

20. Patients per day of week
01002003004005006007001stweek2ndweek3rdweek4thweek1stweek2ndweek3rdweek4thweek5thweek1stweek2ndweek3rdweek4thweek5thweek1stweek 2ndweek3rdweek4thweekMondayTuesdayWednesdayThursdayFridayThursday 10th Feb 2011

21. Final stats Friday 11th
•First patient served 08h10
•43rd patient arrived at 08h20
•The 43rd patient was served at 08h55 (waited 35 minutes)
•At 11h40 today there were 26 patients waiting… vs. hundreds at this time earlier in the week.

22. 11h40 Friday 11th February 2011
Used to work 2 hours
overtime 5 days per week
Have finished at least
15 minutes early
since then…

23. min
60
8
min
min
Fingerprinting
Eye Testing
Enquiries
>380 request per day
Available hrs : 7 hrs per day
Customer
Collect Form
PT = 1min
3
1
15 min
9 people
TT
PT
15
min
1
min
15
min
2.5
min
min
3
4.5
Transfer Time = 218min
Process Time = 13 min
Lead Time = 231 min door to door
Form Processing
PT = 2.5min
3
1
15 min
9 people
Eye Testing
PT = 3min
2
1
120 min
40 people
Fingerprinting
PT = 2min
4
1
8 min
2 people
Pmnt + Process
PT = 4.5min
3
2
60 min
30 people
Payment
Processing
min
120
2
min
Provincial licensing office

24. Red tape reduction can give ‘red tape’ a good name by improving service to the people
Thank you!
Consistent use of agreed best practices/standard work procedures
+
Continuous improvement