A county government cut its payroll cycle time by 37%
A county government trained staff at three belt levels and cut payroll cycle time by 37% through a staff-led Lean project.
The challenge
The county wanted to build Lean capability among its own staff and apply it to processes across its services, including payroll.
The approach
LEA delivered belt training at three levels: White Belt, Yellow Belt and Green Belt. Trained staff then led improvement projects, including payroll, a long-term care staffing model, and projects in community services, vehicle parts, officer availability and permits.
The result
In payroll, cycle time fell by 37%, non-value-added work fell by 25% and value-added work rose by 34%. The county also optimized its long-term care staffing model.
How it holds
More than 100 staff were trained to White Belt, more than 70 to Yellow Belt and more than 10 to Green Belt, giving the county people who can lead improvement in their own areas.
Results
What changed
| Measure | Before | After | Change |
|---|---|---|---|
| Payroll cycle time | down 37% | ||
| Payroll non-value-added work | down 25% | ||
| Payroll value-added work | up 34% | ||
| Staff trained, White Belt | 100+ | ||
| Staff trained, Yellow Belt | 70+ | ||
| Staff trained, Green Belt | 10+ |
FAQ
Common questions
The staff-led payroll project cut payroll cycle time by 37%. It also reduced non-value-added work in the process by 25% and increased value-added work by 34%. The project was one of several led by county staff after belt training with LEA.
More than 100 staff were trained to White Belt, more than 70 to Yellow Belt and more than 10 to Green Belt. With coaching from LEA, trained staff led projects in payroll, long-term care staffing, community services, vehicle parts, officer availability and permits.
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