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Lean Initiatives at State Environmental Agencies
Delaware Department of Natural Resources and Environmental Control
The Delaware Department of Natural Resources and Environmental Control (DNREC) first used Value Stream Mapping (VSM) in July 2005 to identify ways to make air construction permitting processes more efficient. Michigan’s success using VSM to improve a similar air permitting process served as a model for Delaware’s initiative. The Department’s “Future state” VSM workshop goals focused on improving permit processing times by significantly reducing rework and waiting periods and increasing early communication with the permit applicant. The Delaware Economic Development Office, General Motors, and other industry representatives provided technical assistance and guidance during all phases of the VSM process improvement initiative. Success stemming from the air construction permitting VSM workshop has led Delaware DNREC to expand its process improvement initiative—the Department is currently in the planning stages for five additional VSM projects.
Delaware Lean Process Improvement Initiative
http://www.dnrec.state.de.us/DNREC2000/VSM/Index.htm
Iowa Department of Natural Resources
As part of a major commitment to increase efficiency and foster continuous improvement, the Iowa Department of Natural Resources (DNR) has conducted sixteen Lean business process improvement events since June 2003 using primarily kaizen events. Iowa DNR first targeted air quality construction permitting and has since conducted events on processes such as Leaking Underground Storage Tank (LUST) corrective action reporting and implementation, clean water construction permits, National Pollution Discharge Elimination System (NPDES) wastewater permits, as well as a number of administrative processes. Iowa DNR has achieved compelling results from its Lean Six Sigma Business Process Improvement initiative, reducing most process lead times by more than half. The Department received guidance and assistance in its Lean initiative from the Iowa Coalition for Innovation and Growth, Lean consultants, and from a number of companies in Iowa that have significant Lean experience, such as Pella Corporation, Rockwell Collins, and Vermeer Manufacturing.
Iowa Lean Six Sigma Business Process Improvement Initiative
http://www.iowadnr.com/air/prof/kaizen/kaizen.html 
http://www.iowadnr.com/air/news/articles/03nov13.html
http://www.iowadnr.com/air/news/articles/05jan08.html
Michigan Department of Environmental Quality
Michigan Department of Environmental Quality (DEQ), partly in response to pressure from the regulated community, citizens, and state government, applied value stream mapping to the air “permit to install” (PTI) application review process in April 2004 and to a land and water management wetland permitting process in 2005. For the air permitting process, Michigan DEQ Air Quality Division (AQD), along with General Motors, DaimlerChrysler, Ford, the Michigan Manufacturer’s Association, and Michigan’s Department of Labor and Economic Growth, conducted a pre-scoping exercise to identify customer needs and then used a VSM workshop to develop an implementation plan for process improvements to achieve a "future state" goal of having all applications reviewed and acted upon in less than six calendar months. The new process enables permit applicants to provide more complete and timely submittals and has allowed the AQD to perform technical analyses quickly and efficiently by eliminating rework and waiting. Within one year of conducting the VSM process improvement, air permit processing time decreased by two-thirds (66 percent) to less than 60 days and the number of in-house applications was reduced by one half (50 percent). While the results have not been as dramatic to date for the other VSM initiatives due to budget constraints and timing, the Michigan DEQ continues its commitment to improve its business processes.
Michigan Lean Process Improvement Initiative
http://www.pca.state.mn.us/water/wq-complianceprocess.html
http://www.pca.state.mn.us/publications/reports/qmp.pdf
Minnesota Pollution Control Agency
As part of a continued commitment to increase efficiency and effectiveness, the Minnesota Pollution Control Agency (PCA) has initiated 21 Six Sigma agency projects (15 improvement, 4 design, and 2 discovery) and nearly 50 division projects focused on process standardization, all addressing both regulatory and non-regulatory processes at the agency. The Agency Commissioner recommended Six Sigma improvement methods in response to an increasing number of industry complaints and an audit by the state legislature drawing attention to permitting process inefficiencies. The first two projects—a National Pollution Discharge Elimination System (NPDES) wastewater permitting project in 2003 and an air construction permitting project in 2004—both occurred in conjunction with a Six Sigma training program administered by the University of Minnesota. The Agency has since developed internal Six Sigma methodology training and leadership capacity, and has used lean tools in addition to Six Sigma process analyses. Minnesota PCA has also started to concentrate the time frame to complete its Six Sigma projects.
Minnesota Six Sigma Process Improvement Initiative
http://www.deq.state.mi.us/aps/miparp.shtml
http://www.deq.state.mi.us/documents/deq-whm-eac-Attach1-Value-Stream-Mapping-061704.pdf
Nebraska Department of Environmental Quality
The Nebraska Department of Environmental Quality (DEQ), in response to a dramatic increase in the number of air construction permit applications submitted, especially those for ethanol production facilities, held a week-long Kaizen rapid process improvement event in February 2005, aimed at improving its air quality construction permitting process. A post-kaizen workshop followed for new staff, as well as those who did not participate in the kaizen event. Several changes were implemented as a result of these events, including adding additional staff positions, placing an emphasis on the pre-application process, standardizing permit applications, implementing a permit review timeframe, creating a permit hotline, and establishing a permit tracking system. The changes implemented have reduced the amount of time between when Nebraska DEQ receives completed applications and starts the public comment period, and the time needed to make a decision after the close of the public comment period.
Nebraska Business Process Improvement Initiative
http://www.deq.state.ne.us/