During a four-month productivity improvement program for the Department of Environmen­tal Services of a major Western U.S. county, the Organizational Development staff received individual coaching and training in work measurement, supervisory span of control, and in proven techniques for work simplification and methods improvement. Similar training on an individual and classroom basis was provided to the managers and supervisors within the Divisions of Environmen­tal Health, Air Pollution Control, and Water and Waste Management. 

 Department Overview

 Environmen­tal Services inspects and licenses food establishments, promotes travel reduction through ride-sharing and similar programs, monitors air quality, attempts to control vector populations, and manages water quality and waste disposal in the county. The Department is organized into four operating entities:  the Division of Environ­mental Health, the Division of Water and Waste Manage­ment, the Bureau of Vector Control, and the Air Pollution Control Division. 

Project Overview

The primary focus was to establish baselines or benchmarks from which improvement could emanate. Organizational structure was assessed from a functional and span of control perspective. Statistical Process Control techniques were introduced to allow Environmental Health personnel to identify improvement opportuni­ties. Focus Groups were used to identify strategies for addressing customer complaints and other issues. Coaching in the development of strategic plans was provided. All activities and processes were scrutinized as to necessity, time requirements, and frequencies. Key Volume Indicators were established to provide management with tools for staffing based on measurable work volumes for major process­es.

Using various flow charting and functional analysis tech­niques, opportunities were identified to reduce cycle time for permitting of air pollution sources. The combined result of the various analytical techniques used by the project team in conjunc­tion with the staffs of the three Divisions was increased productivity, reduced cycle times, and improved customer service.