U.S. Department of Justice 

Office of Justice Programs 

National Institute of Justice 

➡TOWARD CRIMINAL JUSTICE SOLUTIONS

Increasing Efficiency in Crime 

Laboratories 

IN 

SHORT 

www.ojp.usdoj.gov/nij JAN. 08 

THE ISSUE	 Television has given forensic science great public visibility, but 

provides viewers with the mistaken notion that crime laboratories 

provide results quickly. In truth, most crime laboratories have large 

case backlogs. In a census of publicly funded laboratories, the 

Bureau of Justice Statistics (BJS) reported that crime laboratories 

had more than 500,000 backlogged requests for forensic services.1 

And a recent National Institute of Justice (NIJ) report to Congress 

suggested that “crime laboratory backlogs cause significant delays 

in evidence being analyzed, resulting in investigation and court 

proceeding delays.”2 

Most crime laboratories report insufficient staffing as a reason for 

laboratory backlogs. Because these laboratories have limited budgets 

to hire additional staff,3 they employ a variety of strategies to manage 

backlogged cases. For example, some laboratories establish case 

acceptance policies to limit the number of cases they receive. Other 

labs have returned evidence to police agencies because they could 

not complete the analysis in a timely manner. 

Some laboratories have found a way to address backlog problems CHANGING without a large increase in personnel or a policy that limits case STRATEGIES submissions. They hire consultants to assist them in implementing 

managerial advances such as: 

■	 Process mapping. A system that uses flowcharts to help visualize 

the laboratory’s analytical process. Laboratories use this information to derive solutions to maximize efficiency. 

Office of Justice Programs ■ Innovation • Partnerships • Safer Neighborhoods ■ www.ojp.usdoj.gov 
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ONE

LABORATORY’S

CHALLENGE

THE RESULTS

FURTHER

PROCESS

MAPPING

SUCCESSES

■	 Efficiency forum. A review of laboratory analytical capabilities based on a project 

management system, ADDIE, whose stages involve analysis, design, development, 

implementation, and evaluation. 

■	 Business project management (BPM). A computer-enabled management tool that 

supports change and innovation, often used by government agencies to streamline 

administrative and analytical processes. 

These techniques help managers review their laboratory systems and processes and 

determine how best to allocate staff and resources. The techniques are often used to 

redesign and streamline laboratory procedures and plan for new technologies. 

The Palm Beach County Sheriff’s Office Crime Laboratory encountered severe backlog 

challenges, causing a crisis that made personnel rethink management strategies. Between 

2003 and 2005, the Palm Beach Crime Laboratory experienced an almost three-fold 

increase in its DNA caseload—from 742 cases submitted in 2003 to more than 2,200 cases 

in 2005. At the same time, the laboratory was conducting tests to implement new DNA 

technologies and renovating laboratory space. Faced with the combined challenge of an 

increased workload and process improvements, the laboratory used grant funding from 

NIJ to hire a process mapping consulting firm. 

“The first few days were a tedious review of what we already knew. Then the light bulb 

went on,” said Cecelia Crouse, supervisor of the DNA section of the Palm Beach Crime 

Laboratory. After hiring the process mapping consulting firm, the team started seeing 

areas where time was wasted and began eliminating them. For example, the team calculated that scientists spent approximately 16 days a month on clerical work. When the laboratory hired a new evidence coordinator to do the clerical work, they were able to analyze 

an extra 100 cases per year, nearly the equivalent casework output of a full-time DNA analyst. 

Florida Department of Law Enforcement. In 2000, the Florida Department of Law 

Enforcement (FDLE) DNA database had a backlog of 12,000 samples older than 30 days 

and anticipated receiving 35,000 new samples over the next year. One Florida center, 

the Tallahassee Regional Operations Center, faced the added challenge of implementing 

technology changes. 

To address the situation, FDLE used grant funding to hire a consultant to help them analyze 

their systems and implement process mapping. FDLE used the information developed 

from process mapping exercises, applying necessary changes to their database laboratory 

and eliminating their backlog by 2002, even though their sample submissions had 

increased by 31 percent that year (to 46,000 new samples). By 2006, the sample analysis 

time had decreased from 30 days to 8 days despite an approximately 85 percent increase 

(since 2000) in the number of samples received. 

Dave Coffman, chief of forensic services in Tallahassee and the former supervisor of the 

DNA database, estimates that implementing the changes identified through process mapping has helped FDLE increase the capacity of the DNA database laboratory to 110,000 

samples per year without hiring extra analytical staff. According to Coffman, information 

produced during process mapping helped them justify being included in a new statewide 

initiative on automatic labeling (i.e., barcoding) that will save the laboratory an additional 

$300,000 per year. 

Georgia Bureau of Investigation. When designing specifications for a new computerized 

reporting system for its crime laboratory, the Georgia Bureau of Investigation decided to 

try a new efficiency technique similar to process mapping. The Bureau’s old system 
required laboratory personnel to mail approximately 100,000 reports to police agencies 

and other users each year. The new paperless tracking and reporting system reduces the 

time required to input data and send results to investigators. George Herrin, the Bureau’s 

assistant deputy director, estimates the electronic distribution of reports saves the laboratory approximately three staff positions, or approximately $100,000 per year. 

3 

OTHER	 Illinois State Police. In 2006, the Illinois State Police reviewed their forensic biology and 

PROMISING	 DNA section using another process improvement initiative called the efficiency forum. This 

TOOLS	 process, based on another management tool used to evaluate and improve laboratory 

procedures, was conducted with the assistance of the National Forensic Science Technology 

Center.4 Although laboratories cannot calculate results this early in the process, Michael 

Sheppo, former commander of the Illinois laboratory system, thinks that efficiency forum 

recommendations will allow the laboratories to process evidence in their forensic biology 

or DNA section more efficiently. 

FBI Laboratory.The Federal Bureau of Investigation (FBI) Laboratory is using business 

project management (BPM) to review its laboratory processes and identify areas for 

improvement. BPM is a computer-based tool that creates and tests workflow models. The 

FBI is combining the efforts of consultants and in-house staff in this efficiency effort. When 

the process is complete, the laboratory expects to eliminate unnecessary steps in its 

processes, which will allow them to analyze more casework without an increase in staff. 

BOTTOM LINE	 “[Process mapping] was one of the best investments of time and money we ever made,” 

said Palm Beach’s Crouse. 

Others agree that modern efficiency techniques like process mapping have advanced laboratory procedures and improved their labs. FDLE’s Coffman says that this management 

review of their process helped FDLE create their “road map” for the future. 

Laboratories building capacity are encouraged to seek ways to improve efficiency through 

the use of strategic management tools such as process mapping, the efficiency forum, and 

similar initiatives. 

NOTES 1. Bureau of Justice Statistics, Census of Publicly Funded Forensic Crime Laboratories, 

2002, Washington, DC: U.S. Department of Justice, Bureau of Justice Statistics, February 

2005, NCJ 207205. 

2. National Institute of Justice, Status and Needs of Forensic Science Service Providers: A 

Report to Congress, Washington, DC: U.S. Department of Justice, National Institute of 

Justice, March 2006, NCJ 213420. 

3. National Institute of Justice, Forensic Sciences: Review of Status and Needs, 

Washington, DC: U.S. Department of Justice, National Institute of Justice, February 

1999, NCJ 173412. 

4. Forensic Services Review Project, National Forensic Science Technology Center, 

www.nfstc.org/programs/index.htm. 

This document is not intended to create, does not create, and may not be relied upon to create any rights, substantive or procedural, enforceable at 

law by any party in any matter civil or criminal. Opinions or points of view expressed in this document represent a consensus of the authors and do not 

necessarily represent the official position or policies of the U.S. Department of Justice. The products and manufacturers discussed in this document are 

presented for informational purposes only and do not constitute product approval or enforcement by the U.S. Department of Justice. 
SHORT

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4 

Increasing Efficiency in Crime Laboratories 

➡TOWARD CRIMINAL JUSTICE SOLUTIONS

IN 

NCJ 220336 

SHORT 

Numerous commercial vendors provide process mapping consulting services. 

Many of these vendors can be found through a traditional Internet search 

engine. 

For more information on the efficiency forum process facilitated by the 

National Forensic Science Technology Center, see the Forensic Services 

Review Project at www.nfstc.org/programs/index.htm. 

FOR MORE

INFORMATION