The federal government faces a constant challenge: how to improve efficiency while maintaining excellent service. Government agencies experience increasing pressure to streamline processes, reduce waste, and deliver better outcomes—often with constrained resources and rising public expectations.
At Blackberg, we help our government clients rise to this challenge by applying a powerful methodology: Lean Six Sigma. Originally developed for the private sector, Lean Six Sigma has proven to be just as effective in public sector settings, particularly when tailored to the complex regulatory environments and mission-driven objectives that define government work.
What is Lean Six Sigma?
A hybrid methodology, Lean Six Sigma combines two approaches: Lean and Six Sigma.
Lean: Focuses on eliminating anything that doesn’t add value by streamlining processes and improving flow.
Six Sigma: Aims to reduce variability and defects in processes to achieve less than 3.4 defects per million opportunities.
Together, they create a disciplined, data-driven framework for continuous improvement. The Lean Six Sigma methodology is structured around five phases that guide teams through solution implementation and sustainability: DMAIC - Define, Measure, Analyze, Improve, and Control.
Government agencies are no strangers to complex processes, extensive regulatory requirements, and budget constraints. Unfortunately, this can often result in inefficiencies, bureaucratic delays, and waste. Here's how Blackberg leverages each phase of DMAIC to support our government clients.
1. Define: Aligning on the Problem
Every successful improvement initiative starts with clarity. In the Define phase, Blackberg partners with stakeholders to establish a shared understanding of the problem and align on objectives. We define the scope, identify stakeholders, and outline what success looks like.
For example, while working with a federal health agency, our team facilitated discovery sessions to identify inefficiencies in program launch timelines. Through stakeholder interviews and visual mapping, we developed a focused problem statement and established baseline metrics that would guide the rest of the project.
2. Measure: Gathering the Right Data
Once the problem is clearly defined, we move into the Measure phase to capture relevant data and establish a performance baseline. This ensures that decisions are based on facts rather than assumptions.
Using platforms like Smartsheet and Salesforce, Blackberg collects operational data in real time to assess current performance. For instance, during our work with the VA’s Diffusion of Excellence program, we tracked application processing times and reviewer load across cycles. This data helped identify high-impact inefficiencies and created a roadmap for improvement.
3. Analyze: Identifying Root Causes
The Analyze phase focuses on finding the underlying causes of inefficiencies—not just the symptoms. Through root cause analysis and process mapping, Blackberg identifies where breakdowns occur and why.
In one case, we discovered that multiple review panels were using different criteria to assess similar submissions, creating delays and inconsistencies. By analyzing workflows and feedback loops, we pinpointed misalignments and proposed a standardized review rubric that reduced confusion and improved decision speed.
4. Improve: Implementing Effective Solutions
Armed with insight from the data, Blackberg moves into the Improve phase—developing and piloting solutions that address root causes. Improvements may involve process redesign, workflow automation, or resource reallocation.
Examples range from simplifying application forms and eliminating duplicative steps, to adjusting meeting cadences to free up key personnel. In more complex engagements, we’ve helped restructure portfolio management practices across program offices, leading to more strategic resource allocation and measurable time savings.
5. Control: Sustaining the Gains
Improvement efforts only succeed if they’re sustainable. In the Control phase, Blackberg helps clients embed mechanisms to monitor, measure, and manage the improved process over time.
We establish dashboards, KPIs, and control plans so that performance remains on track. With tools like Salesforce and Smartsheets, clients can easily track progress, flag anomalies, and respond before issues escalate. By building internal capacity to maintain changes, agencies can continue improving well beyond the initial engagement.
Real-World Impact
Blackberg’s application of Lean Six Sigma has led to meaningful outcomes across government projects:
Process Optimization: We streamlined VHA program cycles, resulting in faster processing times, fewer applicant pain points, and higher satisfaction.
Cost Reduction: By removing non-value-added activities and improving resource utilization, we’ve helped clients reduce operational overhead and increase efficiency.
Improved Service Delivery: Leveraging automation platforms, we’ve accelerated response times and enhanced service accuracy, ensuring mission objectives are met.
A Path Forward
Government agencies are under increasing scrutiny to deliver better results with fewer resources. At Blackberg, we believe Lean Six Sigma is more than a methodology—it’s a mindset. Our consultants apply it not just to fix problems, but to foster a culture of continuous improvement and evidence-based decision-making.
Whether optimizing a workflow, redesigning a program cycle, or enhancing stakeholder experience, Lean Six Sigma empowers public agencies to achieve their missions more effectively. Blackberg is proud to support this transformation.
Let’s talk about how we can apply Lean Six Sigma to your agency’s biggest challenges.
