Welcome to the Six Sigma Innovation Teams page! The performance improvement efforts of Six Sigma project teams help create a Resilient organization through a commitment to our St. Lucie Works philosophy when it comes to the Know-How to improve Service efficiency and effectiveness through innovation. Our approach to innovation and performance embodies not only our performance-driven strategic management effort, but is accomplished through the drill-down work efforts of hands-on project teams. Prior to participating on project teams, managers, supervisors and leaders at all levels of the organization undergo formal Six Sigma training and certification provided by the Innovation and Performance Division at one or two levels depending upon the employees' team role:

Yellow Belt Certification - This entry level of training is provided to supervisors and process owners throughout the organization. A Yellow Belt will usually be a general member of the workforce, utilized for their skills, knowledge and experience within any process undergoing review by the Six Sigma project team. Yellow Belts typically are employees that seek to improve their knowledge or more senior members who act as SMEs (Subject Matter Experts) in a particular phase of a project. Yellow Belts help ensure the Six Sigma project team understands the process, uses the correct terminology, and they have the problem-solving skills to understand the pros and cons of potential process improvements. Working with Green Belts, they will also assist with communication and implementation plans that will explain the improvements and process changes to employees and departments affected by a project. Communicating with work colleagues and acting as a change agent for the Six Sigma project is just one of several functions that Yellow Belts and all project team members undertake. The County Administrator has set a goal to achieve a training certification level of 15% of all general employees to keep us on the leading edge of performance.

Green Belt Certification -  Six Sigma Green Belts have further extensive training that provides a solid and practical understanding of the DMAIC process in order to define processes and lead an improvement team project under the oversight of a Black Belt project manager. "DMAIC" in Six Sigma stands for a specific methodology involving a 5-Step problem solving process that includes the following steps: Define, Measure, Analyze, Improve and Control. This process systematically separates pertinent from non-pertinent data that leads to identification and verification of root cause(s) of problems through disciplined analysis. Green Belts must have a strong understanding of customer needs and what is important to them in order to help identify and implement solutions to address identified root causes of problems. Efforts include: defining the problem, reviewing internal processes, determining causes of variation, and developing measures. Green Belts use advanced analytical tools such as histograms; pareto charts; process flowcharts; SIPOC diagrams; Critical-to-Quality (CTQ) reviews involving cost, process, safety, and delivery; Cost of Poor Quality (COPQ) analysis; Cause-and-Effect Diagrams; and Customer Requirements matrices. The DMAIC process improvements are documented through a “DMAIC Story” presentation that is sometimes branded using a unique (and sometimes humorous) team name.

The following is a list of current and prior Innovation Team projects:

1. Utility Refund Process Improvements (aka “the money back mavens”; Summer 2022-23) – This project analyzed the processing time for issuance of utility refunds to water and sewer customers, identified causes for delay, and simple solutions to ensure efficiency.

2. Pothole Response Process Improvements (Fall 2021-22) – This project evaluated pothole response times, mapped the process, and identified procedures to improve service delivery.

3. Public Safety Answering Point (PSAP) 911 Center Overtime Expenditures (aka "The 4-1-1 on the 9-1-1"; Winter 2020-21) - This project looked at ways to reduce overtime salary expenditures in the 911 Center and developed staffing and operational improvements that will reduce the number of required overtime hours. Resource considerations needed to reduce overtime hours will be reviewed in the FY 2022 budget process.

4. Purchase Orders Process Improvements (aka "POtocol"; Winter 2020-21) - This project looking at maximizing efficiency in the process of approving purchase orders (POs) and made recommendations for improving system training that will reduce delays and improve efficiency.

5. Reduce Grounds Maintenance Costs and Improve Efficiency (aka "Lawn and Order"; Spring 2020) - This project involved improving efficiency since multiple divisions and a lack of standardized procedures contributed to an estimate $8 million annual cost that appeared excessive. Efficiency improvements are currently being considered.

6. Improve the Timeliness of Parks and Recreation Work Orders (aka "Parks and Wrecked"; Fall 2019) - This project involved shortening the time to complete work orders since 23% were past the desired completion target.

7. Increase the Utilization Rate of the Heavy Fleet (aka "Data Miners"; Fall 2019) - This project involved identifying and solving the issue that heavy equipment purchases seemed unneeded due to equipment under-utilization.

8. Reduce Vehicle Accidents (aka "Steer Clear Crusaders"; Fall, 2018) - This involved reducing preventable County vehicle accident claims.

9. Improve Facility Maintenance (aka "Maintenance Masters"; Fall, 2018) - This involved looking at ways to enhance preventive maintenance activities to prevent building and mechanical component failures.

10. Reduce Culvert Failures (aka "Culvert Care"; Fall, 2018) - This involved looking at ways to reduce emergency culvert failures and establishing policies related public and private repair responsibilities.

11. Reduce Time for Code Violation Compliance (aka "X-cited for Code"; Winter 2017) - This project involved shortening the time it takes for someone issued a code violation to come into compliance with County codes.

12. Reduce Light Fleet Vehicle Maintenance Costs (aka "Cash for Clunkers"; Winter 2017) - This project involved keeping the light fleet in good working order, minimizing vehicle downtime and unplanned maintenance repair costs.

13. Improve the County Commission Agenda Item Preparation Process (aka "Agenda Agents"; Winter 2017) - This project involved standardizing agenda preparation, minimizing delays, keeping agenda back-up to the public informative, and reducing rescheduled or pulled agenda items.

14. Reduce the Number of Days to Review/Approve Building Permits (aka "Hammer Time"; Winter 2017) - This project involved cutting the time to provide initial feedback to customers and setting and hitting performance turnaround targets.

15. Reduce Construction Project Variances (aka "CPS²"; Spring, 2016) - This involved improving the construction project inspection process to better manage costs due to capital project budget overages.

16. Reduce Inmate Medical Costs (aka "Jail Birds"; Spring, 2016) - This involved a study of why inmate medical costs had doubled and exceeded the anticipated budget by 120%.

17. Improve Workplace Security (aka "St. Lucie County Security Force"; Spring, 2016) - This project recognized security had become an elevated issue for government buildings across the nation with an objective of protecting the county workforce and citizens.