Capacity of technicians to load software went from 8 computers per day to 76 per day, which resulted in improved customer service. Gathering data unique to the process was cumbersome and dysfunctional. A process improvement team used quality tools to identify the problem and the cause and effect. They recommended numbering and automating the field orders. Transmission of field orders was reduced from three days to ten minutes through the use of e-mail authorizations.
Field orders are now encumbered daily, which provides current data on the status of obligated funds.
Conversion to State Central Payroll System Increases Efficiency and Enhances Customer Service LCB's in-house payroll system did not interface with the Washington State central payroll system or other state agencies that required payroll information. LCB staff spent labor-intensive hours preparing and reporting payroll related information to them. A team assessed the need to improve the process, gathered data, and recommended a conversion to the state central payroll system. Provided the LCB the opportunity to recruit from a large pool of qualified state applicants with payroll expertise. Previously new payroll employees required several months of training in LCB's in-house system.