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Products & Services R and AS Conferences 2005 August 2005: Trends in Lean, Six Sigma and Process Excellence: From Early Adopters to Agile Innovators

KNOWLEDGE BASED LEADERSHIP OR “SIX SIGMA LIGHT”: CAN GOVERNMENT COMPETE WITH THE PRIVATE SECTOR?

ID: GBC-082005FLA


Pages/Slides: 35


Published: Pre-2014


Delivery Format: PowerPoint


 

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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • PRESENTER INFO
Winner of the prestigious Sterling Award in Florida, The Department of Revenue will present details regarding its Knowledge-based Leadership (Six Sigma Light) initiative. This initiative is only one of several synergistic deployments driving their overall productivity. To jump-start their deployment, the Florida Department of Revenue conducted a thorough benchmarking study, that included companies like Xerox in its benchmark class, then embarked on an aggressive process improvement journey that has led to some impressive results. What does Six Sigma performance have to do with the operation and management of government? Does the private sector have a “corner on the market” for performance excellence? Can the public sector truly compete with Fortune 500 companies or those that are considered world-class? What does privatization of government mean? This interactive discussion will profile the enterprise-wide Baldrige journey of the Florida Department of Revenue (DOR), where private sector productivity tools, like Six Sigma, have produced startling cost reductions, productivity increases, and improved services. More specifically, this presentation will describe this agency’s Knowledge Based Leadership (KBL) or “”Six Sigma Light” effort and the more than 150 structured problem solving projects that have been initiated over the past 2- 3 years. On a broader level, this “Six Sigma Light” initiative will be explained in the context of how it is linked / aligned with the DOR Strategic Leadership System (SLS) that covers all operating and support programs. The Florida Department of Revenue is a large enterprise in the nation’s fourth largest state, with 5,300 employees across the state, in offices in 10 states across the country, to include an operating budget over $400 million. Performance for the most mission-critical business processes is routinely reported to the Legislature and DOR leaders, and managers, are held accountable for performance. When possible, DOR benchmarks its business processes’ performance against both the public and private sector, adapting best practices to improve performance.

Industries Profiled:
Government


Companies Profiled:
Florida Department of Revenue

Dale Weeks
SENIOR EXECUTIVE OFFICER

Florida Department of Revenue