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"Transformation Tuesdays" Webinar Series



Reporting Emergency Purchases
by Lisa Mankin  |  Procurement & Payables

P&P is required to report all emergency waiver purchases to KC Council, but lack of a documented process for information collection and reporting during emergencies led to transportation waste. Using a fishbone diagram and mapping, P&P identified the root causes of transportation waste. A new standard process and central online portal have decreased informational handoffs by 97%.



Eliminating Re-Work: No More Contract Extensions
by Lindsay Pryor and Jeremy Zimmerman  |  Procurement & Payables

Goods & Services Buyers are forced to extend about 40 contracts every month, leading to re-work. Using a fishbone diagram and root cause analysis, Lindsay and Jeremy identified three key causes of the rework. With this information, they created an online dashboard that allows Buyers to easily monitor contracts that are nearing expiration. This new tool eliminates the need for thousands of Oracle auto-generated emails, and a monthly report to leadership listing expired contracts. Eventually, P&P hopes that better forecasting will lead to fewer contract extensions and less re-work.

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Contract Purchase Agreement (CPA) Attachments
by Lonnie Platt  |  Procurement & Payables

The process for including a supplier attachment to a CPA required an average of 31 seconds per CPA. By consulting with the Goods and Services buyers, Lonnie established different options CPA attachment templates that could save time. By using an editable standard language document catalogue, the process will save 20 hours and 27,300 mouse clicks per year for the Goods and Services team.



Small Contractor & Supplier Certification (SCS) Application Improvement
by Laura Preftes and Ashley Leano  |  Business Development & Contract Compliance

Nearly 60% of SCS Applications are incomplete upon receipt, which leads to delays in the approval process. By analyzing over 85 applications and using a Pareto Chart, Laura and Ashley were able to identify which components of the application were most likely to be incomplete. They reformatted these components to mitigate errors and will continue to monitor the results of the reformatting.


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Improving Interface from Debt Manager System to General Ledger
by Nollin Rose and July Maha  |  Financial Services

The interface from the Debt Manager System to the General Ledger was using the wrong accounts and causing unnecessary reductions in the principal payment in the General Ledger. To address this source of waste, Nollin and July conducted a process walk with employees involved in the process and worked with the Treasury Department to put work requirements with Debt Manager Representatives. The result was a 5+ hour reduction in processing time and a reduction in Debt Manager journal entries from 4 to 1.



Immaterial Prior Period Adjustments
by Lilian Bushnell |  Financial Services

Inconsistencies in immaterial prior period adjustments by fund accountants led to over-processing and a greater probability of being flagged by the State Auditor’s Office (SAO) as a defect. Lillian researched SAO and GASB guidelines, surveyed the Financial Accounting Unit (FAU), and formulated countermeasures according to this research. A standard process for booking immaterial prior period adjustments will be implemented and communicated to fund accountants that will ensure 98.5% of adjustments are booked correctly.

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Reducing Duplicate and Lost Invoices in Accounts Receivable
by Delroy Mukungatu  |  Financial Management

In 2018, invoices for Sound Transit and Metro were duplicated or lost 26% of the time due to organizational and technological barriers. AR implemented a central document sharing and organizing platform on SharePoint to simplify access to all documents. After a 1-year pilot program, duplicate or lost billings were reduced by 96%.



Petty Cash Change Fund Forms
by Lily Sheats |  Financial Management

There was a lack of standard work and clear directions for adjusting or closing petty cash funds which lead to frustration, rework, and audit risks. Lily’s solution was to create standard forms with clear instructions for use by all departments that use petty cash change funds. The new forms eliminated the need to ask clarification questions which will save time and frustration; additionally, there will be better documentation for auditing.


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Reducing Invoice Production Time
by Rosalie Langford  |  Financial Management

There was no localized and available information on customer preferences for the creation of invoices, which lead to a 5 minute lead time, and made it difficult for back-up employees to fill the role. Rose gathered customer invoice preference information and put it into navigable shared spreadsheet. This resulted in decreased invoice creation time of 2 minutes (current lead time of 3 minutes, but more importantly they had the information that they needed in an easy format. 



Improving Access to FPIC by Facilitating Navigation
by Leah Figueroa  |  Financial Management

Users of the FPIC user guide required a minimum of 25 minutes to find each needed step due to its complexity and length, leading to some not using the guide at all. A quick start guide was developed for the average user that included visual aids and step by step instructions for managing and searching for standard work. The result was a decrease in navigation time from 25 minutes to 11 minutes.

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