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Government, Process Improvement, Instructor-Led Process Improvement

Government Executives Learn and Practice Lean Six Sigma Principles

NYS Department of Transportation wanted to educate 10 of its executives on Lean Six Sigma so that a process improvement mentality and culture could be brought to many departments inside the agency. They wanted the participants to achieve a Black Belt level of proficiency so they could understand how the discipline could be applied to various projects. They also wanted to get some hands-on experience with their own projects. They wanted virtual classes, and they preferred them spread out over a number of months so they would have the opportunity to apply the tools and get practical feedback during the training. They also didn’t want to disrupt their regular work as well.

Learn how we helped

How We Helped

Two Master Black Belts in Lean Six Sigma were assigned to the project. They customized a curriculum that could be facilitated virtually twice a week, two hours per session, over six months. It covered DMAIC concepts from the White/Yellow belt as well as Green and Black belts.

The participants brought projects from their own departments to the training sessions to work on together, each learning from applying the Lean Six Sigma principles to different kinds of projects from various departments.

Results Achieved

  • One participant project reduced license approval time by 60%
  • Other class-initiated projects began achieving similar improvements
  • Participants are actively applying learned tools across various projects
  • Executives gained firsthand experience leading real projects and recognized departmental advantages
  • Participants expressed desire to expand training to additional staff at appropriate levels
  • Anticipated long- and short-term organizational benefits identified by participants include:
    • Reduced costs
    • Time savings through more efficient work
    • Improved onboarding and training for new employees
    • Better service delivery to the public
    • Increased standardization, accountability, and communication
    • Stronger risk assessment and mitigation
    • Improved waste management
    • Greater organizational transparency
    • Development of a more professional work environment
    • Improved staff retention
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Implementing these concepts on a regular basis throughout DOT would help staff understand and become familiar with our documented processes and the risks associated with not following them. It would help DOT align our roles and responsibilities with our procedures and ensure our procedures are written appropriately and implemented consistently which would allow for better risk assessment and mitigation.
NYSDOT Executive
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