1. Action Workout Summary Applying Lean Principles to Community Services

2. 2 / Lean Overview May 9, 2006 Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork Meeting Material

3. 3 / Lean Overview May 9, 2006 Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork Meeting Information When:May 9 th & 10 th, 2006 Where:Southlake City Hall Who:City staff representatives from planning, building services, public works, public safety, city manager’s office and finance.

4. 4 / Lean Overview May 9, 2006 Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork “The maniacal pursuit of the elimination of waste from every business process with the ultimate goal of providing world-class quality, delivery and service to our customers at the lowest possible cost.” What is Lean? “It’s about the process – not the employee” Think about the “thing” going through the process – not “who” does it.

5. 5 / Lean Overview May 9, 2006 Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork What is Waste? Activities that Create No Value, but Add Cost and Time Focus: Find the Root Cause(s) and Eliminate Them Typical Process = 1-10% Activities Create Value

6. 6 / Lean Overview May 9, 2006 Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork Overproduction Inventory Extra Processing Motion Defects/Rework Waiting Transportation Processing that the customer does not need or want Duplication Processing a small deal the same as a large deal Navigating multiple screens to input data Printing material Looking/researching for data/info Incorrect data on application Missed customer due dates Rework (the “R” words) Application waiting approval Waiting on information from customer Waiting on information from 3 rd party Receiving hardcopies from customer Shipping hard copies for customer signature Manually walking the application for approval 7 Wastes Characteristics Staff Members waiting Multiple applications awaiting approval What does Waste Look Like?

7. 7 / Lean Overview May 9, 2006 Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork What is a Lean Workout? Product/Process Family Definition Current State Map Future State Map Implement! (Action Workout) Identify waste Delays Over-processing Rework loops Eliminate waste & create flow Create flow chart w/ times between & within steps Define value from customer perspective

8. 8 / Lean Overview May 9, 2006 Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork Kaizen \ Ki-zen \ a continual improvement mindset. Everything that we do today can be improved. Kaizen has no end. Kai = Change Zen = For the Better A Healthy Dissatisfaction with the Status Quo Definition of Kaizen

9. 9 / Lean Overview May 9, 2006 Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork Focus on the Future Eliminate Queue’s & Stopping Points (Flow) Try to limit the waste designed into the new process Minimize “Rework/Review” Steps where possible Focus on the Customer! Think about what the customer feels! Think outside the box! Think about growth while balancing risk. Have some fun!

10. 10 / Lean Overview May 9, 2006 Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork Meeting Results

11. 11 / Lean Overview May 9, 2006 Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork Definitions –  Process Starts = Presubmittal application  Process Ends = Issuance of C.O.  Unit = The application & concept plan (entitlements, permitting  Workday = 9 hours Data –  Five ZCP & ZSP applications from 2004 & 2005  First submission to DA = 326 Days  Total Cycle Time = 712 Days

12. 12 / Lean Overview May 9, 2006 Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork

13. 13 / Lean Overview May 9, 2006 Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork

14. 14 / Lean Overview May 9, 2006 Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork Recommend Improvements  Improve the public hearing notification process by developing some means other than certified mail to notify. Status: Staff has implemented a new notification system which is more customer friendly, significantly cheaper, less labor intensive and is trackable by the Post Office.  Improve access (internal/external) to staff reports and reviews via the web and/or shared network drive. Status: Staff reports available via the web site and shared drive. DRC comments available on the web site in December 2007.  Analyze opportunity to conduct joint City Council/Planning & Zoning Commission meetings Status: A joint meeting with the Planning and Zoning Commission was held in August. The City Manager is exploring opportunities with City Council to develop a regular meeting schedule. The urban design study is being prepared jointly by the City Council and the Planning and Zoning Commission.

15. 15 / Lean Overview May 9, 2006 Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork Recommend Improvements  Allow administrative approval of Developer’s Agreement Status: City Council has approved a standard developers agreement format and amended the subdivision ordinance to allow standard developer agreements to be approved by staff.  Explore opportunity to reduce the length of the Developer’s Agreement (27 pages) or an “express” version Status: No work to date?  Develop Southlake portal for submission of requests & plans Status: The IT assessment study currently is reviewing possible software that will allow for electronic submissions.

16. 16 / Lean Overview May 9, 2006 Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork  Comprehensive review of fees associated with the planning process (i.e. – allow fees to be paid by credit card, collect all fees at once, etc.). Status: IT assessment study reviewing software allow electronic and payment by credit card.  Develop guidebook for customer’s (developer) Status: Guidebooks to be handed out at training seminars for developers. First training seminar to be held in the spring of 2007.  Provide training for building contractors and developers regarding recent ordinance changes. Status: First contractor training seminar held in October 2006. First developer training session schedule for the spring of 2007.  Reinstate periodic “Commercial Developers Roundtable”. Status: Roundtable held in September 2006. Recommend Improvements

17. 17 / Lean Overview May 9, 2006 Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork  Simplify submittal checklists. Status: No work to date.  Define scope/eliminate Earth Disturbance permit. Status: No work to date.  Eliminate City Manager cover letter on submissions. Status: Complete  Eliminate second readings for ordinance changes. Status: This will require a charter amendment. The City Manager’s office will be forming a charter review committee this fiscal year to review the entire charter and recommend possible amendments. Also, the City Manager’s office has surveyed other nearby cities on whether or not second readings are required for ordinance amendments.  Review opportunity to reduce engineering review process. Status: No work to date Recommend Improvements

18. 18 / Lean Overview May 9, 2006 Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork  Consider relocating Fire Marshall to Town Hall to improve interaction with Planning & Building Services Departments. Status: Fire Marshall and Fire Inspector to be relocated to Town Hall in January 2007.  Consider requiring the submission of an electronic disc with hard copies. Status: Complete  Analyze opportunity to obtain “cleaner” submissions. Status: No work to date.  Acquire work flow process software. Status: IT assessment study includes the review of work flow and permit tracking software.  Require inspection requests in writing or electronically. Status: IT assessment study includes the review of the possible purchase of web based software to allow inspection requests and tracking on-line.  Develop specific donated asset form. Status: No work to date. Recommend Improvements