How Salina Kansas Uses Continuous Process Improvement to Save Money and Increase Efficiency
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The document discusses how the City of Salina, Kansas has applied Continuous Process Improvement (CPI) principles from Lean Six Sigma within the Public Works Department. It notes that since 2012, over 400 improvements have been implemented, saving over 20,000 staff hours (equivalent to 11.5 employees) and $2.9 million. Key strategies for CPI in cities include engaging all staff, applying lean principles, using small expert teams on high impact projects, and standardizing efficient processes.
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How Salina Kansas Uses Continuous Process Improvement to Save Money and Increase Efficiency
- 1. August 6, 2015 How the City of Salina, Kansas is applying CPI (Lean Six Sigma) principles within the Public Works Department
- 2. Bryon Johnson Director of Process Improvement City of Salina, Kansas Jim Teutsch Operations Manager Public Works Department City of Salina, Kansas
- 4. 0 50 100 150 200 250 2012 2013 2014 2015 YTD 24 88 223 88 # Improvements Per Year Total = 423
- 5. Comparison of the total hours spent on CPI Activities to the total hours saved - 5,000 10,000 15,000 20,000 25,000 2012 2013 2014 2015 Increased Capacity CPI Activities This equals a cumulative ratio of 2.44 hours saved for every hour spent on CPI Activities
- 6. 0 2000 4000 6000 8000 10000 12000 2012 2013 2014 2015 YTD 222 5,098 10,017 5,103 Increased Capacity Total = 20,440 hours = the equivalent of 11.5 employees
- 7. Ongoing Plus Cost Avoidance = $339,307 $- $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 2012 2013 2014 2015 2016 2017 2018 $8,456$68,587 $314,329 $784,206 $373,346 $603,346 $783,346 Total net CPI Benefit 2012-2018 $2,935,616
- 8. Key Strategies for CPI in Cities 3-Engage everyone in eliminating waste 4-Engage management in applying lean principles 5-Use small teams of experts to work on high impact projects 1-Standardize efficient processes 2-Identify workload requirements L e a n CONTINUOUS PROCESS IMPROVEMENT FOR CITIES SALINA, KANSAS MODEL
- 11. 82 Improvements (thru June 2015) 1,079 Hours of Increased Capacity $99,639 Ongoing Reduction in Costs $747,819 One-Time Cost Reduction $339,281 One-Time Cost Avoidance Plus $640,000 more cost reductions between 2016-2018 Total Benefit = $1,826,739
- 12. Criteria: < $1,200 in annual savings < 104 hours of increased capacity within supervisor’s authority does not conflict with current policy Methodology: Describe waste removed, customer service improved or problem solved Indicate equipment costs/other expenses, $ amount of savings (money), hours of increased capacity (time), other benefits
- 13. Criteria: Used for problem solving >$1,200/yr. > 104 hrs Requires dept. head approval Methodology: Describe current situation Identify the root cause Select solutions Implement an action plan Follow-up to ensure success
- 14. Criteria: Review a single process, single position, or an entire unit (division or department) Methodology: Define: creates objective Measure: collect/display data Analyze: discussion points Improve: ID all improvements Control: “Plan, Do, Check, Act”
- 15. Waiting Mistakes Excess Movement or Motion Do it Right the First Time Inefficient Processes Always Do the Right Thing Transporting Work Excess Inventory
- 16. Occurs anytime these sit idle: people paperwork information supplies equipment It is symptomatic that something isn’t right; delays or queue time built into the process.
- 17. HHW (Quick Fix): Added a caller ID system to the facility phone line Allows staff to retrieve telephone numbers versus missing calls Staff can contact citizens who leave messages without leaving a phone # Results: Other benefit: Improved communications and customer relations; reduced waiting time
- 18. Mistakes typically occur due to: human error ineffective methods defective materials defective equipment environmental conditions These can occur any time, any where; create need for re-work or additional inspections.
- 19. EN (Quick Fix): Clarified criteria that help staff identify sidewalk code violations Added guidelines to make sidewalk violations easier to spot such as presence of brick, missing sidewalk, vegetative growth and problems with driveway approaches Results: Other benefit: Reduced staff errors; improved appearance of community; reduced potential slips, trips and falls.
- 20. Needless motion or movement to pick up: supplies/materials tools/equipment others Typically Caused by: poor worksite design poor method or process Elimination improves efficiency; reduces errors, delays and costs; improves safety.
- 21. CG (Quick Fix): Purchased mobile service carts for mechanics Reduces the # of trips to and from the mechanics’ main tool box, parts room, metalwork area, fluid and filter storage locations, etc. Results: Increased capacity: 89 hrs/yr.
- 22. LF (Process Review): 6S Project: Sort, Set in order, Shine, Safety, Standardize and Sustain Created specific locations for tools, equipment and supplies Results: Increased capacity: 88.4 hrs/yr. Other benefit: Reduced friction among workers; reduced reaction time for pumps & hoses; improved customer experience; reduced time separating trash in roll-off container
- 23. Build quality into processes w/right: equipment people place time preparation Error-proof each step to: remove potential mistakes provide service faster ID best practices & standardize them for everyone’s use.
- 24. LF (A3 Report): Rebuilt 20-year old old truck scale in lieu of replacement Installed prefab deck and replaced structural & mechanical parts as needed Results: $ Saved: $42,590 (cost avoidance) Other benefit: Reduced inconvenience to landfill customers (less time to repair than replace)
- 25. TC (A3 Report): Repurposed an old trailer as a recycling container for aluminum Increased revenue into the general fund - aluminum is more valuable than mixed metals, which are sold as “scrap iron” Results: $ Increased Revenue: $800
- 26. Occur when entire process or step is: unnecessary lacking value shouldn’t be done able to be done better It is anything that results in: duplication of effort friction or chronic annoyance Includes work a customer wouldn’t pay for if they knew about it.
- 27. LF (Process Review): Right-size cells Survey internally Pre-excavate cells New leachate pond Gravity line vs. force mains Electrical vs. pneumatic pumps Reduce sand for leachate conveyance CAT-certified rebuild vs. new Open 1 hour later on Saturdays Balance workload of LF staff Reduce tire punctures Adjust tipping fees Results: $ Saved: $1,077,114
- 28. Streets (A3 Report): Improved City Code for turf, grass, vegetation and weed ordinance Reduced total acreage of the right-of- way mowing contract and placed more equitable responsibilities on property owners to maintain the ROW. Results: $ Saved: $70,500/3-yr. contract Other benefit: Improved community standards, developed FAQ, sent individualized letters to about 800 affected citizens
- 29. Streets (Quick Fix): Avoided costs by converting a 1999 dump truck with a chassis-mounted salt spreader into a flat-bed truck by using salvaged bridge planks enabling it to be used as a salt- spreader, water truck or a flat-bed utility truck. Results: Other benefit: Extends its useful life and expands its capabilities
- 30. Streets (A3 Report): Repaired & modified a 2003 Sanitation packer truck into a leaf collection truck Avoided the need to purchase a used truck or new leaf system Results: $ Saved: $46,333.40 (cost avoidance) Other benefit: Extends its useful life and expands capacity over previous truck, packer unit can be reinstalled
- 31. Always do/enforce what is correct: morally ethically legally safely This includes always being: professional & courteous considerate & helpful “The way you treat a customer, when you don’t owe them anything, is the ultimate test of character.”
- 32. Streets (A3 Report): Built a post driver that attaches to front of a wheel loader to set posts during special events Employee no longer must hold pole while its being driven Reduces the number of bent poles Enables faster installation Results: Increased capacity: 8 hrs/year Other benefit: Reduced employee safety risks considerably
- 33. DPW (A3 Report): Created directional traffic flow within Public Works grounds to improve line-of - sight when employees exit Reduced the likelihood of accidents for employees and the public Preserved 4 much-needed employee parking spaces Results: Other benefit: Reduced likelihood of employee/public accidents
- 34. No (little) value in transporting: materials products information services Each time, there is risk of: loss or damage inadvertent change In many service processes, paperwork loops back multiple times & it waits in a queue.
- 35. DPW/EN (Quick Fix): Added scan capability to office copier/printer DPW: Eliminated need to drive to another building for scanning EN: Scans/emails excavation permits in lieu of printing/distributing them Results: $ Saved: $6/year Increased capacity: 4 hrs/year Other benefit: Increased productivity
- 36. CG (Process Review): CG: Eliminated need to print/distribute monthly reports for fuel/parts/labor reports to depts. CG: Created electronic reports, developed dept. files, imports files & notifies depts. automatically EN: scans/emails excavation permits in lieu of printing/distributing them Results: $ Saved: $74.22/year Increased capacity: 49.2 hrs/year Other benefit: Faster response
- 37. Anytime materials, work, goods aren’t: immediately consumed worked on shipped to final customer Typically results from: overproduction over-purchasing Negotiate for just-in-time shipping vs. ordering bulk quantities that require storage over time.
- 38. CG/Admin/EN: CG: Reduce quantities of on-hand parts and implement a just-in -time inventory system Admin/EN: Implement retention and electronic imaging policy (scan/save documents to Laserfiche) to improve records management Results: To Be Determined
- 40. Built Flood Barricade Trailer Built Mowing/ Landscape Trailer Replaced Traffic Loops/ICW Pavement
- 41. Built Stake Pulling Device 6S Project for Streets Quonset Hut Concrete /Tire Fence Poles for Pavement
- 42. 10% 20% 40% 30% Hike & Bike Trail Composition Course Road Sand 1/4" Stone Chips CS-2 Existing Material AB-1 Aggregate Base Standardize mix design & eliminate cost of hiring contractor for hike/bike trail by using City staff.
- 43. Hike & Bike Trail Composition Reduce the amount of staff time spent collecting litter by 50 percent annually. Potential Increased Capacity: 750 - 875 hours
- 45. Bryon Johnson Director of Process Improvement bryon.johnson@salina.org 785-309-5790 Jim Teutsch Public Works Operations Manager jim.teutsch@salina.org 785-309-5750
Notas del editor
- We began our efforts in 2012. CPI in government takes time. It is critical to think of this not as a separate entity existing alongside the other things we do in public works or any government function for that matter, but an integral part of the operation, a shift in thinking; truly a culture change. Early on it became apparent that you have to have an aggressive communications campaign: as part of weekly meetings, in conversation with employees, part of employee performance evaluations, in visual displays and information boards. There is a fair amount of skepticism. While changing people’s minds can be a difficult process, it can be done, but you have to find champions to the cause, train them and public acknowledge their efforts. Celebrate small successes and find ways to highlight positive change. Have consistent messaging. Explain the plan (Lean Six Sigma) and the reasons for doing it (CMO’s burning platform – insufficient revenues to offset costs.) Explain the long-term goals. (Identifying and eliminating waste to save time or money) Discuss milestones (hours or dollars saved) on a regular basis. Share successes of others (they are often transferable from one department to another.)
- It can have dramatic results when applied in this manner as you can see. Thus far, we’ve saved nearly $1.8 million and that amount grows each year. When you saved enough capacity (1,780 hours for a FTE), you have the potential into converting that capacity into dollars saved. We’ve thus far been able to opt not to fill open positions that occur through attrition. Increased capacity: annual time savings Ongoing reductions in cost: these occur perpetually as a result of changed processes One-time cost reductions: the reduction in expenses of single purchase items One-time cost avoidance: avoiding the need to purchase goods or services
- Criteria for a CPI Quick Fix less than $1200 in annual savings (less than $100 per month) less than 104 hours of increased capacity annually (less than 2 hours per week) within the supervisor’s approval authority (NOTE: any operational change that would require the approval of the Department Head is to be submitted using an A3 Report) does not conflict with current policy Identify Waste & Improve Customer Service (W-MEDIATE) Waiting for people, paperwork, information, supplies, or equipment Mistakes/defects that require repair, rework, inspection, or verification Excess movement or motion of workers or equipment Do it right the first time – build quality into your process Inefficient processes including non-value added work, work that the customer would not be willing to pay for if they knew about it, duplication, or friction Always do the right thing Transporting of work Excess inventory Briefly describe what you did to eliminate waste, improve customer service, or solve a problem and submit this form to your supervisor for approval. Once approved implement immediately, then send a copy to both your Director and the Process Improvement Director. Equipment purchase costs or other expense: $ Saved: 0 Hours of Increased Capacity: Other Benefit:. EXPLAIN WHAT YOU DID: .
- Use this report when solving a problem or concern ($1200 or more in value, 104 or more hours of increased capacity) Include current and proposed process documentation forms, or before and after photos, or other before and after descriptions as appropriate) Approval authority is delegated to each Director for all recommendations that result in $15,000 or less in annual savings, or 250 hours or less of annual increased capacity.
- Use this report review and update processes
- We’ll discuss the definitions for each of these and provide one or more examples of projects we’ve done to help illustrate each principle.
- Waiting – occurs any time people, materials, or service requests sit idle. It is symptomatic that something is not right. This includes delays or queue time that is built into a process. Any time work stops and sits, the process is inefficient. Any time there is WIP (work-in-progress), the process is inefficient. The traditional methods of batch and queue are contrary to lean methodology and are to be eliminated.
- Waiting – occurs any time people, materials, or service requests sit idle. It is symptomatic that something is not right. This includes delays or queue time that is built into a process. Any time work stops and sits, the process is inefficient. Any time there is WIP (work-in-progress), the process is inefficient. The traditional methods of batch and queue are contrary to lean methodology and are to be eliminated. DPW Project: Improved communication and reduced waiting time by adding call waiting and caller ID to the HHW phone line. If another call is received, the phone displays the caller’s telephone number. It also enables staff to contact citizens who leave messages without leaving their phone number.
- Mistakes/Defects – occur due to human error, ineffective methods, defective materials, defective equipment, or environmental conditions. They can occur anytime and anywhere, but are always symptomatic of waste. Mistakes/defects create repairs, rework, inspections, and verifications. These should always be minimized and completely eliminated where possible.
- Mistakes/Defects – occur due to human error, ineffective methods, defective materials, defective equipment, or environmental conditions. They can occur anytime and anywhere, but are always symptomatic of waste. Mistakes/defects create repairs, rework, inspections, and verifications. These should always be minimized and completely eliminated where possible. Mistakes Reduced errors when enforcing safety codes pertaining to sidewalk violations. This was done by clarifying criteria that identify sidewalk code violations and adding guidelines that will make it easier to spot them.
- Excess Movement of Workers – is the needless movement of people to pick up or move materials or equipment. As a general rule, excess movement or motion is waste, unless specifically prescribed to maintain a healthy body. The elimination of excess movement or motion improves efficiency, reduces errors and delays, reduces costs, and improves safety.
- Excess Movement of Workers – is the needless movement of people to pick up or move materials or equipment. As a general rule, excess movement or motion is waste, unless specifically prescribed to maintain a healthy body. The elimination of excess movement or motion improves efficiency, reduces errors and delays, reduces costs, and improves safety. Excess Movement or Motion of Workers – Increased capacity by purchasing a service cart that reduces the number of trips to and from the mechanic’s main tool box.
- Excess Movement of Workers – is the needless movement of people to pick up or move materials or equipment. As a general rule, excess movement or motion is waste, unless specifically prescribed to maintain a healthy body. The elimination of excess movement or motion improves efficiency, reduces errors and delays, reduces costs, and improves safety. Excess Movement or Motion of Workers – Increased capacity by performing a 6S project at the Landfill where they created specific locations for tools, equipment, and supplies in each of their storage buildings so that they could be readily found.
- Do it Right the First Time – Build Quality into Your Process – requires the right equipment, and the right people, at the right place, at the right time; to prepare up front before starting a task, to error proof each step in a process - removing even the potential for mistakes; to provide the service expected on time or faster; to identify the very best way of doing something and then standardize it for everyone’s use.
- Do it Right the First Time – Build Quality into Your Process – requires the right equipment, and the right people, at the right place, at the right time; to prepare up front before starting a task, to error proof each step in a process - removing even the potential for mistakes; to provide the service expected on time or faster; to identify the very best way of doing something and then standardize it for everyone’s use. Facilitated faster response times at the onset of floods or other disasters by reconditioning an unused trailer, building supports to hold barricades, and pre-loading barricades inside the trailer.
- Do it Right the First Time – Build Quality into Your Process – requires the right equipment, and the right people, at the right place, at the right time; to prepare up front before starting a task, to error proof each step in a process - removing even the potential for mistakes; to provide the service expected on time or faster; to identify the very best way of doing something and then standardize it for everyone’s use. Increased revenues by separating aluminum from other scrap metal and selling it separately from other items.
- Inefficient Processes - occurs when the entire process or a step in the process is unnecessary, adds no value to the desired result, should not be done at all, or can be done more efficiently another way. It includes work that the customer would not be willing to pay for if they knew about it. And it is anything that results in a duplication of effort, or creates friction, which is a chronic annoyance that is thought to be too trivial to bother the boss with. “Customer Ergonomics”
- Inefficient Processes - occurs when the entire process or a step in the process is unnecessary, adds no value to the desired result, should not be done at all, or can be done more efficiently another way. It includes work that the customer would not be willing to pay for if they knew about it. And it is anything that results in a duplication of effort, or creates friction, which is a chronic annoyance that is thought to be too trivial to bother the boss with. Do it Right the First Time – This began when a valuable customer, responsible for a full 1/5 of the landfill’s total revenue decided to re-open a previously-closed landfill within their City. Performed a process review of landfill operations and identified ways to reduce costs over the next 5 years by: (1) pre-excavating cells as far as possible, (2) creating a leachate pond and using gravity fed leachate conveyance lines, (3)switching to electrical pumps in lieu of pneumatic pumps when pumps are still required, (4) reducing the amount of sand use for leachate conveyance, (5) having the D7 Dozer and the 826H Compactor undergo a Cat-certified rebuild, rather than replacing them with new equipment – this reduced replacement costs by 56%, (6) reducing hours on Saturday (open 1 hour later), and by (7) balancing the workload of the landfill staff.
- Inefficient Processes - occurs when the entire process or a step in the process is unnecessary, adds no value to the desired result, should not be done at all, or can be done more efficiently another way. It includes work that the customer would not be willing to pay for if they knew about it. And it is anything that results in a duplication of effort, or creates friction, which is a chronic annoyance that is thought to be too trivial to bother the boss with. Do it Right the First Time – Reduced mowing costs by reducing the amount of ROW area mowed by a city contractor by 40%.
- Inefficient Processes - occurs when the entire process or a step in the process is unnecessary, adds no value to the desired result, should not be done at all, or can be done more efficiently another way. It includes work that the customer would not be willing to pay for if they knew about it. And it is anything that results in a duplication of effort, or creates friction, which is a chronic annoyance that is thought to be too trivial to bother the boss with. Inefficient Processes - Converted a 1999 truck with a chassis-mounted salt spreader into a flat-bed truck using salvaged bridge planks. The truck may now be used as a salt spreader, a 550-gallon water truck or a flat-bed utility vehicle.
- Inefficient Processes - occurs when the entire process or a step in the process is unnecessary, adds no value to the desired result, should not be done at all, or can be done more efficiently another way. It includes work that the customer would not be willing to pay for if they knew about it. And it is anything that results in a duplication of effort, or creates friction, which is a chronic annoyance that is thought to be too trivial to bother the boss with. Inefficient Processes - The Streets Work Group used a 1987 modified dump truck for leaf collection, which became dilapidated, unreliable, and inadequate for leaf collection. The work group needed to find a replacement for the old leaf truck. The old leaf storage truck was in very poor condition and no longer safe for use. It regularly broke down, resulting in employees spending unnecessary time repairing the vehicle and frequently lost time while collecting leaves due to breakdowns. The old vehicle was put on auction and sold. We replaced it with a modified Sanitation packer, redesigned back end of packer to accommodate leaf collection hose from the vacuum. This increased capacity by 5 yards due to the size of packer and ejector wall. Annual dollar savings: COST AVIODANCE Purchase a used truck or new leaf system: $48,000.00 Transfer of used packer truck $0.00 Auction price of old leaf storage truck -$1,400.00 Cost of modification to old packer truck -$266.60 Total: $46,333.40
- Always Do the Right Thing - means to always do what is morally, ethically, and legally correct. Practice safety first. Always be professional, courteous, considerate, and helpful. The way you treat a customer, when you don’t owe them anything, is the ultimate test of character.
- Always Do the Right Thing - means to always do what is morally, ethically, and legally correct. Practice safety first. Always be professional, courteous, considerate, and helpful. The way you treat a customer, when you don’t owe them anything, is the ultimate test of character. Always Do the Right Thing - Increased capacity and reduced safety risks considerably by building a post driver that can be attached to the front of a wheel loader bucket in order to help set T-posts into the ground more safely. Previously an employee had to physically hold the post under the bucket of the wheel loader in order to set it.
- Always Do the Right Thing - means to always do what is morally, ethically, and legally correct. Practice safety first. Always be professional, courteous, considerate, and helpful. The way you treat a customer, when you don’t owe them anything, is the ultimate test of character. Always Do the Right Thing - Created a single directional traffic flow plan in and out of the Public Works Facility in order to eliminate the safety hazard when pulling out of the driveway next to the Building Maintenance building at 418 Ash Street.
- Transporting of Work – refers to the movement of work. There is no value in transporting materials, product, information, or services from one location to another; and every time it is transported the risk of damage, loss, or inadvertent change increases. In many service processes, paperwork loops back on each activity several times…and waits in a queue each time.
- Transporting of Work – refers to the movement of work. There is no value in transporting materials, product, information, or services from one location to another; and every time it is transported the risk of damage, loss, or inadvertent change increases. In many service processes, paperwork loops back on each activity several times…and waits in a queue each time. Transporting of Work – Public Works Facility Eliminated the requirement to travel to the City Office building in order to scan documents by asking CT to create an electronic pathway that would activate the scanning feature on equipment already in service.
- Transporting of Work – refers to the movement of work. There is no value in transporting materials, product, information, or services from one location to another; and every time it is transported the risk of damage, loss, or inadvertent change increases. In many service processes, paperwork loops back on each activity several times…and waits in a queue each time. Transporting of Work – Developed a file on the P Drive where the Central Garage Monthly Reports could be stored, thereby providing all departments with direct access to their information, while eliminating printing and distribution costs.
- Excess Inventory – occurs anytime raw materials, work-in-progress, or finished goods are not immediately consumed, worked on, or shipped to the final customer. The primary cause, although not the only one, is either overproduction by manufacturing companies or over-purchasing by customers. Traditionally, parts and supplies are purchased in bulk quantities in order to take advantage of manufacturing discounts. These purchases then require storage facilities to house them until used, thereby boosting the actual cost to more than the anticipated savings. Over-purchasing may also result in obsolescence as better products come into the market place, or as equipment is replaced with newer, improved versions.
- Transporting of Work – refers to the movement of work. There is no value in transporting materials, product, information, or services from one location to another; and every time it is transported the risk of damage, loss, or inadvertent change increases. In many service processes, paperwork loops back on each activity several times…and waits in a queue each time. Transporting of Work – Currently working on reducing parts room inventory in CG and eliminating paper files whenever possible.
- Welding Screens: Cost $40; Improves employee/customer safety. Gas Bottle Storage Cage: No cost; Workplace safety/OSHA compliance. Salvaged: $19,600-$2,907 (buy-back) Received $16,693 in parts.
- Flood/Barricade Trailer: Faster response times for floods or other disasters. Mowing Trailer: Increased capacity by 21.7 hours annually and avoided costs of new trailer: $4,098.90 + $149.95 landscape package - $617.63 cost/materials. Traffic Loops: Saved 4-hours annually and less inconvenience to motorists.
- Stake Puller: $220 annually (stakes recovered); 19 hours annually (time savings) One-time revenue: $640.50 (scrap metal sales); Increased usable all-weather storage space Portable Concrete Poles: 30 hours annually for snow/safety fence installation on pavement for special events
- Transporting of Work – refers to the movement of work. There is no value in transporting materials, product, information, or services from one location to another; and every time it is transported the risk of damage, loss, or inadvertent change increases. In many service processes, paperwork loops back on each activity several times…and waits in a queue each time. Transporting of Work – Developed a file on the P Drive where the Central Garage Monthly Reports could be stored, thereby providing all departments with direct access to their information, while eliminating printing and distribution costs.
- Transporting of Work – refers to the movement of work. There is no value in transporting materials, product, information, or services from one location to another; and every time it is transported the risk of damage, loss, or inadvertent change increases. In many service processes, paperwork loops back on each activity several times…and waits in a queue each time. Transporting of Work – Developed a file on the P Drive where the Central Garage Monthly Reports could be stored, thereby providing all departments with direct access to their information, while eliminating printing and distribution costs.
- Transporting of Work – refers to the movement of work. There is no value in transporting materials, product, information, or services from one location to another; and every time it is transported the risk of damage, loss, or inadvertent change increases. In many service processes, paperwork loops back on each activity several times…and waits in a queue each time. Transporting of Work – Developed a file on the P Drive where the Central Garage Monthly Reports could be stored, thereby providing all departments with direct access to their information, while eliminating printing and distribution costs.