[Federal Leasing Revamp]
[Federal Leasing Revamp]
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2016 - 2017
2016 - 2017
Background: As the Advisor to the Leasing Director in GSAs Region 10 Public Building Service I was asked to improve strategic alignment, drive performance, and cut leasing times due to staff attrition and resourcing constraints. The Region 10 Leasing Division “Revamp” project was established as an FY17 business priority. To do this, I conducted a large-scale process improvement project to streamline what was a 3-year leasing process for one type of lease.
The Opportunity: The FY16 R10 leasing process, to include functions, responsible ownership, staffing and workload, was inefficient. The process was always operational, but never measured before this project.
Appearance of overburdened process
Appearance of workload and employee satisfaction issues with work
Have a multi-step process that appears to be inefficient
Questions around whether missing staffing competencies in the division
The Goal: To create a model that informs leadership about workload and staffing needs against the leasing process, while identifying inefficiencies and streamlining the overall process. This project directly impacted the FY17 Project Delivery Measure and Project Execution Measure and Employee Satisfaction / Retention Measures.
Detailed Process Map with 150+ Steps!
Created a new visual for decision makers and the team to decide what steps are overburdoned or under-resourced in the process.
I drafted briefing charts for the Leasing Director to communicate with GSAs National Office on this project. This project was later used to inform and create a leasing maturity model across the nation!
I built an Action Plan to drive the team toward our project goals in a methodical way that also outlined the direct relationship to root cause(s) and steps within our measured process.
This was the start of our overall improvement project picture - I used this to tell the story for HQ.
I drove this team to determine that 40% of their leasing process was Non-Value Added work! We also calculated what this meant in Fulltime Equivalent (FTE) hours for the workforce.
The Result: The new and improved process reduced identified waste by 25% initially, but later realized even more improvement through the nationally-led maturity model offshoot project. I led the project team and the rest of the leasing department, consisting of 35 employees, through an all-day event where different reorganizational scenarios were conducted to test out the "flow" to a reduced process model post-improvement. The organization was restructured around one of the three developed and tested project team scenarios and created a sense of cultural trust between the division leaders and the staff going forward by having this project team provide input to and forge the path forward.
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