[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"doc-seo-309422-105":3,"detail-sidebar-cat-0-en-105":81,"doc-detail-309422-en":131},{"code":4,"msg":5,"data":6},0,"ok",{"site_id":7,"language":8,"slug":9,"title":10,"keywords":11,"description":12,"schema_data":13,"social_meta":74,"head_meta":76,"extra_data":78,"updated_unix":80},105,"en","nc-department-of-transportation-driving-change-initiative","NC Department of Transportation - Driving Change Initiative","","A North Carolina Division of Motor Vehicles initiative focused on reducing driver license office wait times to improve customer satisfaction and raise employee morale. After a January 2014 “voice of the customer” survey confirmed lengthy waits, the DMV and NCDOT deployed Lean Six Sigma training and collected data from about 7,200 customers across 42 days. Using JMP for causal analysis and Monte Carlo simulation for staffing optimization, the team validated key drivers and introduced operational changes such as extended hours, online renewals, and redesigned service flow.",{"@graph":14,"@context":73},[15,34,56],{"@type":16,"itemListElement":17},"BreadcrumbList",[18,23,27,31],{"item":19,"name":20,"@type":21,"position":22},"https://docshare.wps.com","Home","ListItem",1,{"item":24,"name":25,"@type":21,"position":26},"https://docshare.wps.com/document/","Document",2,{"item":28,"name":29,"@type":21,"position":30},"https://docshare.wps.com/document/research-report/","Research & 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Motor Vehicles (DMV) driver license offices, thereby improving customer satisfaction and employee morale.  \nNorth Carolina’s Division of Motor Vehicles ‘drives change’through data analysis  \nJMP® helps analysts improve customer service at DMV offices across the state  \nThe North Carolina Department of Transportation (NCDOT) routinely analyzes road condition and traffic data to ensure the safety of the traveling public. As one of NCDOT’s largest divisions – and one of its highest revenue generators vis-à-vis driver and vehicle fees – the Division of Motor Vehicles (DMV) realized that analyzing customer data, specifically overall wait time at DMV driver license offices, was a critical element in understanding the current DMV customer experience. The collection and analysis of data across high-volume driver license offices yielded the first baseline data set for the state. To improve customer service, DMV launched the “Driving Change” initiative to reduce wait times and improve customer experiences at DMV offices.  \nReducing wait times to improve the customer experience  \nThe division conducted a “voice of the customer” survey in January 2014. It asked customers to provide information about their experience in driver license offices and to share suggestions that would help the agency improve customer service and satisfaction. One of the main areas of concern was lengthy wait times. Customers often had to wait more than 30 minutes just to initiate a transaction. There was no target atthe time for what was considered a reasonable wait time or total transaction time; it was known, however, that the times were longer than desired.  \nThe goal for this project was to reduce the average total time  \ncustomers spent in driver license offices, resulting in more transactions  \ncompleted by DMV and a more efficient, less time-consuming customer experience.  \nStaff from both NCDOT and DMV developed a collaborative plan. The NCDOT Governance Office oversees Lean Six Sigma (LSS) improvement projects and training efforts agencywide. Customer service and efficiency improvements are led by LSS Black Belt and Green Belt practitioners from the Governance Office. They perform data collection and analysis while leading and coaching LSS projects and project teams.  \nThe first step was to conduct Lean Six Sigma training at DMV. DMV additionally implemented mandatory customer service training for all driver license examiners. Data was then collected throughout the state from approximately 7,200 customers over 42 days by a team that consisted of LSS Black Belts and Green Belts from NCDOT and DMV examiners trained as LSS Yellow Belts. The analysis was data-rich – with over 100,000 data points, including all segments of transaction and wait times (e.g., total time by day of week, arrival time, by transaction  \nThe team provided DMV leadership with nearly 50 potential solutions to reduce total customer time in driver license offices.  \ncategory, by location) . The analysis found there were longer customer wait times on Fridays and Tuesdays, and more visits during lunchtime throughout the week.  \nSensitivity analysis in JMP® helps validate Lean Six Sigma findings  \nThe NCDOT team, along with an LSS contractor, used JMP to analyze the potential causes for excessive wait times and identify which causes were most significant. To augment the work of the team, a North Carolina State University graduate student used simulation modeling with Simioto help determine optimum staffing.1 He used a Monte Carlo simulation to perform a sensitivity analysis to test and validate the various changes proposed by the LSSteam. His simulation model showed that a complement of 13 examiners atthe busiest driver license offices was optimal.  \nThe team provided DMV leadership with nearly 50 potential solutions to reduce total customer time in driver license offices. DMV introduced extended","cbCaiefkoSLdxLvU","https://ap.wps.com/l/cbCaiefkoSLdxLvU","pdf",70110,"English","# Challenge\n## Voice of the customer survey and baseline wait-time data\n# Solution\n## Lean Six Sigma training and data collection\n## JMP analysis and sensitivity testing\n## Operational improvements and outcomes\n# Interactive visualizations","[{\"question\":\"What was the main challenge the DMV aimed to address?\",\"answer\":\"Reduce customer wait times at driver license offices to improve customer satisfaction and employee morale.\"},{\"question\":\"How did the team gather and analyze the data?\",\"answer\":\"They collected transaction and wait-time data from roughly 7,200 customers over 42 days and used JMP to analyze causes and validate Lean Six Sigma findings, including sensitivity analysis with Monte Carlo simulation.\"},{\"question\":\"What staffing or service changes resulted from the analysis?\",\"answer\":\"Simulation modeling indicated an optimal complement of 13 examiners at the busiest offices, and the DMV introduced extended hours, online renewals, office upgrades, and self-serve options to reduce total customer time.\"}]","NC Department of Transportation - Driving Change Initiative | PDF",1789873846]