Flow Chart

While I think the process outlined in the attached flow chart is efficient, I do believe there is still room for improvement. Some non-value added activities that play a role in my process flow chart are of wait times, reviewing, and filing. In the State of Minnesota all commercial vehicle registration expires at the end of February, so at the end of February our office is extrememly busy with extended wait times and no same day service guarantee. Currently, we have room for three employees to help customers at the public front counter. I believe if one or two temporary counter spaces were set up for two additional employees to work renewals, the wait times would definitely be improved, thus more customers leave with renewed registration. Another potential improvement would be to allow the motor carriers with big accounts (50+ trucks) to call in ahead of time so that we could prepare their tabs and cabcards ahead of time, in order to cut back on wait times and allow for more customers to be helped. This poses an additonal problem though because the tabs are unable to be assigned unless paid first, but I would suggest designating a particular inventory to only large accounts so that they can be counted ahead of time thus decreasing wait times.

The reviewing of the paperwork and supporting documents submitted also takes time and training. Ensuring all employees are properly trained is crucial to minimize errors and avoid re-work. While it may take a newer employee longer to review paperwork, if they are properly trainied they will know the correct questions to ask and when there are "red flags," to ensure compliance and accuracy. New employees may cause wait times to be longer; however, re-work and corrections are much more time consuming and also take away time from helping customers.