Ohio Bureau Of Criminal Investigation

Ohio Bureau of CriminalInvestigationFB & DNA Process StudyKaizen Event Report OutApril 11-15, 2011

The TAQ Masters

The Team Mike Velten, Assistant Deputy Superintendent, DNA & FBLiz Benzinger, BCI DNA, Technical Leader/QA ManagerLewis Maddox, BCI-Richfield Lab DirectorLynn Bolin, BCI-London DNA Lab DirectorJen Duvall, BCI-Bowling Green, Acting Lab DirectorAmy Wanken, BCI-London, FB Lab DirectorBecki Hager, BCI-London, Office AssistantBryan White, BCI-London, Special Agent, Crime SceneCasey Agosti, BCI-Bowling Green DNA Forensic ScientistBrenda Gerardi, BCI-Richfield DNA Forensic ScientistKristen Slaper, BCI-London Forensic ScientistRuss Edelhelt, BCI-Richfield DNA Forensic ScientistEmily Draper, BCI-London DNA Forensic ScientistJulie Trackler, Executive Assistant to DAS DirectorJonathan Blanton, Assistant Attorney GeneralFacilitators: Bill Demidovich, Steve Wall, Gloria Calcara, Sue Kirby,Chris McGill, Cintas Corp., Amy Harris, Parker, Rich Martinski

BackgroundThe Ohio Bureau of Criminal Investigation processes more than 7,000DNA cases each year. Most cases are received and/or processedbeginning with Forensic Biology and then DNA at three primarylaboratories, 1) London, 2) Richfield and 3) Bowling Green.The process is utilized by most law enforcement agencies throughout thestate and the results of BCI testing impact the viability of related caseprosecution.StakeholdersVictims/Victims FamilyLaw enforcement agenciesCourtsAttorneysAccused offendersOhio Attorney General

Reasons for improving this process Improve overall customer relationships. Improve service to enforcement agencies andvictims/victim family members. Improve public/media understanding of the servicelevels provided by our units. Provide better education to submitters enteringevidence into our process for increased accuracy andcompleteness.

Kristen Slaper

Scope of EventThe process begins when agencies bringevidence to BCI and ends when the final report isissued or the forensic scientist testifies.Overarching Themes:The purpose of this event is to reduce processingtime and improve customer satisfaction whilemaintaining high quality.

Out of ScopeAreas that will not change as a result ofthe Kaizen event are: No one loses their job because of the Kaizen event, but dutiesmay be modified. Need for additional staff is not dependent on improvementprocess Need for additional monies is not dependent on improvementof process No legislative changes or changes related to collectivebargaining. No IT solutions until it is determined that an IT solution isneeded.

Goals & Objectives Have ALL cases come in ready to work Start work on all submissions within 5 days Achieve an average report time of 35 days fromsubmission Reduce the number of reports returned for changes aftertechnical and administrative review Improve customer and employee satisfaction

Amy Wanken

Baseline DataAverage Case Processing Time: Dual Lab Cases1-7 Days8-14 Days15-30 Days31-60 Days 60 DaysTotalAverage Days fromReceipt at BCI toDNA ReportComplete00862485555%NANA1%11%87%

Baseline DataDNA Lab StatisticsOne Day2-7 Days8-14 Days15-30 Days31-60 Days 60 DaysDays UntilAssigned122108196592% AssignedTotal Days at BCI39%13%13%16%821%4629%262% AssignedThe average processing time for DNA cases was 126days. 50% were not assigned to a scientist for 30 days orlonger0%0%0%3%14%82%

Julie Trackler

The Kaizen ApproachTeam-based energy and creativity drives immediateprocess improvementDAY 1Day ofLearningDAY 2Day ofDiscovery &DevelopingImprovementIdeasDAY 3DAY 4Day ofImprovement &Creating theNew processDay of DesignImplementation&DocumentationDAY 5Day ofCelebration &ResultsSchedule 30-6090-day followupsAt the end of the week, each Kaizen team has designeddramatic operational improvements

To Break for the Better Clear objectives Team process Tight focus on time (oneweek) Quick and simple, actionfirst Necessary resourcesavailable right away Immediate results (newprocess functioning byend of week)

Lead-time ReductionWasted Time and ActivityCore Process Value AddedBacklogExcessive MotionHand-offsWaitingDefects & LoopBacksOver processingOverProduction

Emily Draper

Current-State Process Map187 steps52 handoffs43 decisions

The original processes had:Too many stepsToo many handoffsCaused too much process lead timeToo many duties for the forensic scientist thatcould be done by others Lot of delays Lot of redundancies

Lynn Bolin

The team brainstormed more than 70improvement ideasGarbage in Garbage outOnly take complete casesNo non-sex cases at less than F3 levelEdit sub. Policy (limit rushes)Establish better criteria for submission of evidence to reduce nonessential workRequire synopsis & standards on submissionIncomplete is unacceptableTighten up compliance with evidence protocol – must have svs std &synopsisCases ready to be worked on submissionRequire checklist to be completed prior to case acceptanceIncentives for status communication for Detectives & CourtStop cases at the door if they don’t have everything they needTrain LEA betterTell L.E. & Pros. What is requiredOHLEG Training & useGive Detectives /Inv. OHLEG access to reportsNo memos. OHLEGGive BCI staff “read” access to OHLEGElectronic access to court dockets & OHLEGMideo access on other computersStop attaching CV to each report - stop mailing reportsAutomated note takingPurchase & install barcode system for sample trackingDictation software for staffLIMS generate report from report input infoLIMS that worksLIMS creates reports FB/DNA little FS interaction wizardsBetter LIMS – report writing – tracking sample typesIT support to include program for robotsFaster computersMake more of process electronicPaperless processGo paperlessBetter data mining tools to track trends and sample typesTake better advantage of OA3sHave someone else orderEvidence transfer to a minimumMore support with admin functions (Purchasing ordering)Reassign non-technical tasks to OA3sLiz have dedicated OA3OA3 to order supplies (2)Delegate some responsibilities to OA3Decrease amount of case transferDon’t transfer cases/evidenceLess shipping around of case filesMinimize transfer between labsEliminate or reduce Fed ExingLess movement of case pockets- only absolutely necessary transfersOrganize DNA vault for incoming evidenceProperty room person to move evidencePlace in DNA vault (no transporting from vault to vault)Good scanners for case filesBetter define interpretation guidelines (i.e.: inconclusive)Bar code readers for DNA sample tubesUse colored folders to identify case typed priorityAssign additional counties to L&R – from BG area

Clean Sheet Redesign

Common Ground

Russ Edelheit

The New, Improved Process84 steps26 handoffs8 decisions

Old ProcessNew Process

The ResultsMeasureBeforeProjected AfterDifference3166% reductionSteps18784103 less steps-55%Decisions43881% fewerHandoffs522650% fewerForensicBiologyProcessingTime50 days14 days36 fewer days72% reduction126 days21 days105 fewer days83% reduction117 days35 days82 fewer days70% reductionNumber ofProcessesDNAProcessingTimeOverallProcessingTime

More Results Reduced information-gathering steps Created a process that can be explained tothe customers Reduced job frustration; revitalized jobsatisfaction Buy-in from all levels of staff

Mike Velten

Projected Cost SavingsLaboratory-wide savings :Paperless Reports:Paper Savings: 28,000 annuallyPostage Savings: 12,000OA3 time spent mailing: 17,000Projected Annual Savings of 57,000

Staffing Plan2012 Budget includes money to hire 8 DNAForensic Scientists ( 500,000/year)Post Kaizen staffing plan:4 DNA Forensic Scientists3 Laboratory QC/QA Analysts3 FT & 2 PT dedicated OA3s to the DNABiology UnitBUDGET NEUTRAL

Key IssuesMajor ImprovementsEach lab had a separate processStandardized processesForensic samples came inincompleteCreated a new checklist and educational process toensure more complete submissions.Scientists doing too many otherdutiesMoving duties to more appropriate staff . Hiringand using office assistants.Future hiring of technicians to free up scientists todo more DNA workLead time too longReduced steps, implementing paperless process,Purchasing procedures wereburdensome & caused delaysCredit card, blanket POs, pre-approved standardlab supplies vendorEmployees took too long to gethelpDedicated IT staff at BCI33

Bryan White & Lewis Maddox

Implementation Plan Submission Expectation action itemsTraining planCommunication planIT action itemsHR action itemsFiscal action itemsData collection

Submission Form

Action PlansFiscal Action PlanHR Action Plan

CommunicationPlan

Training Plan

Come Monday Purchasing DNA can be storedupstairs (London) Help desk Eliminate simplebiology blood reports

Jen Duvall

Benefits Less paper productsReduced postage costsLess waiting timeLess frustration for employeesStreamlined processProcess is a product of theemployeesReduces the opportunity forhuman errorFewer incomplete submissionsMore standardized workflowbetween labsBetter use of scientists’ time

Casey Agosti

Personal Lessons Learned Philosophy change on who the customer is Better understanding of the process of DNA analysis Better understanding of how incomplete evidence delays theprocess Really like salmon post-it notes Better understanding of why it took so long Management has a lot of faith in the employees I would do it again We do a lot of stuff Scrub down before you commit a crime There is a true cost savings in getting rid of waste Scientists have a lot of diversity in their daily tasks Scientists wear many hats I should have invested in 3M!

Life as a member of a Kaizenevent Team.Brenda Gerardi, Bryan White, Liz Benzinger

What Questions/Commentsdo you have?

Special THANKS to Attorney General Mike DeWine BCI Superintendent Tom Stickrath Sponsor: BCI Assistant Superintendent Steve Schierholt Team Leaders: Liz Benzinger, Mike Velten, Lynn Bolin,Lewis Maddox, Amy Wanken Subject Matter Experts: Sarah Smith, Sue Hamilton,Jennifer Biedenharn And all those who were just a phone call away

The Team Mike Velten, Assistant Deputy Superintendent, DNA & FB Liz Benzinger, BCI DNA, Technical Leader/QA Manager Lewis Maddox, BCI-Richfield Lab Director Lynn Bolin, BCI-London DNA Lab Director Jen Duvall, BCI-Bowling Green, Acting Lab Director Amy Wanken, BCI-London, FB Lab Director Becki Hager, BCI-London, Office Assi