1. Lean Journey March 16, 2012

2. Civil Service Commission Lean Journey  What is Civil Service  HR Consolidation  Strategic Plan

3. Civil Service Commission Lean Journey 2012 Strategic Plan - Civil Service Commission l Develop and implement strategies to market the value of state employment l ll l Develop and implement strategies to increase employee engagement l l l D & I strategies that enhance the CSC relationships with business partners l l l Develop and utilize tools to reduce inefficiencies and enhance operations l l Promote the value of state employment Foster an environment of employee engagement Position CSC as a value added/collaborative partner Align enter. wide HR proc./syst. to meet C. and F. demands Implement 10 Lean projects by 9/30/12 Obtain HR Total Satisfaction score of 93% by 9/30/12 TBD Increase MI Jobs hit rate by 15% 9/30/12 Matt Donna Marie Tami Diane lIncrease the efficiency and effectiveness of HR systems and processes l Partner with state departments to D & I state wide HR Strat. Initiatives ll Promote the SOM as a preferred employer Current Year Targets 2012 Strategic Objectives (Action Plans) Deliverables Metrics 5 Year Targets 2016

4. Civil Service Commission Lean Journey  Beginning Work with Michigan State University ○ Re-Engineering Work with University of Michigan ○ Lean Office

5. Civil Service Commission Lean Journey  Lean Culture Measuring Strategic Planning Developing Others Supplementing Current Staff

6. Civil Service Commission Lean Journey  Current Lean Projects ROCCS JESSI PARIS Orientation Disability Management

7.  Results Headcount from 537 to 408 Savings of Several Million Dollars Increased Efficiencies ○ NEOGOV Client Satisfaction Civil Service Commission Lean Journey

8.  John Gnodtke – Office of General Counsel

9. Leaning of Appeal Processes Providing due process in complaint procedures while being aware of efficiency: Number of Appeals (return on time expended) Process Steps (efficient internal procedures) Efficient Resource Use (examining every task)

10. Reviewing the Number of Appellate Steps 3 to 6 decisions, depending on process Several candidates for fewer appeal steps Qualification reviews determine whether a candidate is qualified Old process: 4 steps, 4-8 months Last two appeal steps modified 4 of 7,116 decisions in 3 years Most “errors” were because candidate did not provide info Positions long filled when done New process: 2 steps, 2-4 weeks Have streamlined some benefits appeals Other process are under review too

11. Grievance Processing Re-examining how two professional staff and two support staff track and process grievances from receipt to issuing a decision  Before: 41 decision or action points; up to 28 handoffs  After: 29 decision or action points; up to 19 handoffs

12. Operational Efficiencies  Ongoing Review of Processes  Examination of Printer Output : Is electronic distribution or archiving possible? Does this person need this copy? Are reports even necessary?  Simplify Filing for Our Customers

13.  Challenges Changing Culture Speaking Common Language Showing Our Success Finding Suitable Lean Training Civil Service Commission Lean Journey

14. Differences between State Government and Private Sector

15. Thank You!