The Challenge
Administrative teams within Women's Services were investing significant time in meeting preparation, facilitation, and follow-up, but the way each team managed these activities varied by nearly 40 percent. Every area had developed its own customized approach, and while each felt justified locally, the collective result was inconsistency, inefficiency, and an uneven distribution of workload.
Cross-coverage was difficult because no two people's processes looked the same.
The Approach
A detailed process review was initiated using Lean improvement tools:
- Administrative staff were interviewed and their current workflows mapped in detail
- Value stream mapping captured both processing time and the wait time between steps, making the true cost of variation visible
- Root cause analysis using Fishbone diagrams and 5 Whys identified three core drivers: lack of standardization, unclear expectations, and a culture of over-customization
- Pareto charts identified the most significant contributors to waste
- Collaborative workshops generated improvement ideas tested through PDSA cycles
- Quick wins were implemented immediately while larger changes were validated through structured pilots before full adoption
The Outcome
The standardized process reduced the number of steps by 30 percent and cut total process time by 70 percent. Staff gained clarity, consistency, and the practical ability to cover for one another during absences.
The new process was subsequently adopted as a template for future services across the department, creating a lasting foundation for administrative efficiency.