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Cumulative Results Summary

Since the launch of LeanOhio in January 2011, the methods and tools of Lean Six Sigma have been used extensively to make state government simpler, faster, better and less costly. Below is a summary of key measures.

2011-2021 Results Summary

At A Glance

Over 400 reported projects led and facilitated by LeanOhio staff and Lean-trained state employees.

These improvement projects consist of Kaizen events and Lean Routines, as well as Camo, Green and Black Belt Projects.

These improvement projects taken place within 45 different state agencies, boards, commissions and elected officials offices.

Internal Expertise

Powering these gains are 70 embedded Black Belts, 240 Green Belts, and over 600 Camo Belts trained in-house by LeanOhio staff.


Lean Six Sigma is about cutting red tape and making processes simpler. For process improvement projects reported in 2011-2021, implemented improvements will lead to:

  • 64% average reduction in the number of process steps
  • Over 13,000 process steps eliminated
  • 55% reduction in handoffs for projects reporting this metric


Lean is about serving customers faster. According to calculations done by the project teams, implementation of the improvements will lead to:

  • 68% average reduction in start-to-finish process time
  • 75% reduction in delays for projects reporting this metric
  • 13,489 days reduced in start-to-finish process time


When transforming processes to make them simpler and faster, Lean teams free up staff time that can be redirected to other work. Improvement teams from 2011-2021 identified close to 1,000,000 potential redirected hours to be realized when the new processes are fully in place.

Less Costly

Saving money and making better use of taxpayer dollars are major priorities. Since January 2011, Kaizen teams have identified millions of dollars in potential savings to be realized when the new processes and other improvements are fully implemented.