Iowa Permit Streamlining Efforts

1
Iowa Permit Streamlining Efforts

• Dave Phelps
• Iowa Department of Natural Resources
• Air Quality Bureau

2
What is Kaizen?

• Kaizen means continuous incremental improvement
• The event is a highly-focused, action-oriented,
  2-5 day event in which an empowered team takes
  immediate action to improve a specific process.

3
How Does Kaizen Work?

• Clear objectives (Eliminate waste)
• Team process
• Tight focus on time
• Quick simple
• Necessary resources immediately available
• Immediate results (new process functioning by end
  of week)

4
Index

• History
• Achievements
• Analysis
• Non-Standard and Complex Projects
• Complex Kaizen Event

5
HISTORY
6
Values before Kaizen

• Project Lead Time 62 days (Days from receipt to
  issuance including time waiting for information)
• Permit Output 8 permits per day (Approximately
  2000/year in 250 working days)
• Information Requests 1.06/project
• Denials

7
Targets Established for Kaizen Event for Standard
Projects

• Project Lead Time 25 Reduction (45 Days)
• Permit Output 25 Increase (10/day)
• Information Requests 50 Reduction
• Denials Not to Increase

8
Event Work

• Map Process
• Focus Target of Event (Complex out)
• Eliminate Non-value Steps/Handoffs
• Time Remaining Steps
• Develop Goals
• Implement New Process

9
Event Goals

• 5 days per permit
• 10 permits per day
• 0.53 Requests for information per project

10
Projected Lead Times for Standard Permits
11
Changes Made by Process Improvement Team

• Welcome Calls to expedite requests for
  information
• Permit forms were modified
• 1-877-Air-Iowa
• Backlog to be addressed quickly (team developed)
  dedicated to backlog pool of asbuilts (700
  permits)

12
Changes Made by Process Improvement Team

• Steps Eliminated (23 to 7)
• Handoffs (18 to 4)
• Moved some staff offices for better workflow

13
Changes Made Since Event

• Coordination with Modeling Group to Prioritize
  projects
• Nonstandards taken out of calcs
• As-built letter - Nice NOV by Engineer
• More Site visits
• Addition of 4 staff (from Backlog)
• Switch from First-InFirst-Out to Time Management

14
Project Type Breakdown

• Standard Projects 73
• Nonstandard Projects 16
• Complex Projects 11

15
ACCOMPLISHMENTS
16
Accomplishments
17
Leadtime to Date

• Since July 2003 through April 2005
• 983 standard projects, 4071 permits
• Average leadtime 11.5 days per project

18
Project Completion Rate
19
ANALYSIS
20
Time allocation analysis
21
(No Transcript)
22
Projects with requests for info.
23
(No Transcript)
24
NON-STANDARD and COMPLEX PROJECTS
25
(No Transcript)
26

27
(No Transcript)
28
(No Transcript)
29
(No Transcript)
30
SUMMARY
31
Summary for Standard Projects

• Goals Achieved?
• Project Lead Time 7 days (11.5)
• Permit Output 10/day
  (7.7)
• Information Requests 50 ? (55 ?)

32
SUMMARY

• Reviewing Reasons for not meeting Expectations -
  Future Events?
• WFA
• WFI
• Modeling
• Internal Process Review

33
Summary

• Standard Process Issues for Next Event
• Was original goal realistic?
• Why so many modifications (52 Projects, 68
  permits)?
• Why so many nonstandard applications?
• Assignment Process
• Impact from Modeling?
• Why so much missing information?
• WFA

34
Air Quality Complex Permit Kaizen Event Report
Out
Destination Excellence Continuous Improvement

• October 22, 2004

35
(No Transcript)
36
Background

• AQ Complex Permit was selected because
• It consisted of 15 of total projects but it took
  up 30 to 40 of total staff time.
• Projects have greatest environmental and economic
  impact in communities
• AQ Bureau provided support and Pella Corp.
  donated significant consulting services

Destination Excellence Continuous Improvement
37
Objectives

• Reduce lead time for process project from 210 to
  125 days (including 40 days comment period).
  Reduction of 50
• Reduce requests for additional information by 50
• Reduce the number of unanticipated comments in
  the comment period by 50
• Develop a standard operating procedures guide for
  project reviewers and project applicants

Destination Excellence Continuous Improvement
38
Defining Complex Permit

• Complex PSD are PSD and Ethanol Greenfields
  180 days (follow new process)
• Complex Legal are consent orders, compliance
  orders, SIPs not subject to new process at
  this time (outside processes and other legal
  complexities difficult to control)
• Complex Syn. Minor, Netting, VOP, 112(g),
  non-Ethanol Greenfield, PCP 90 days (require
  pre-meeting, clock starts after pre-meeting)

Destination Excellence Continuous Improvement
39
New Process
Destination Excellence Continuous Improvement
40
New Process (cont.)
Destination Excellence Continuous Improvement
41
Steps to Build On
Destination Excellence Continuous Improvement
42
Implemented

• Initial Call Checklist
• Pre-Application Meeting Agenda
• Pre-Application Meeting Web Document
• Pre-Application Timeline/Schedule Document
• Updated Application Forms
• Provided Guidance on Proposing Permit Language
• Table of Content for the Guidance
• Work in Progress Plan
• Start Date of New Process
• Communication Plan
• Metrics for Measuring Progress
• Web Plan for Posting all New Process Information
• EPA Agreement Document

Destination Excellence Continuous Improvement
43
Homework
Destination Excellence Continuous Improvement
44
Parking Lot

• EPA Rules vs. Guidance
• Complex Legal
• SIPs
• Consent Orders
• Compliance Issues

Destination Excellence Continuous Improvement
45
Questions?