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Process Improvement

Client Results

GSA CXO Eliminate, Optimize, and Automate


The General Services Administration (GSA) consolidated national CXO operations into unified organizations reporting to the Deputy Administrator from 2014-2018. The newly created Offices (CFO, CHCO, CIO) needed substantial business process standardization and improvement to realize the intended benefits of the national consolidation.

The GSA Deputy Administrator contracted with MSI to deploy our rapid Eliminate, Optimize, and Automate (EOA) methodology to transform CXO performance. Our services included:

  • Administration of an all CXO employee survey to identify opportunities for EOA.

  • Vetting of employee survey responses and current state analysis of improvement opportunity trends.

  • Facilitated sessions with Office SMEs to define the scope, milestones, intended outcomes, and metrics for improvement projects.

  • Implementation support including process redesign and engineering, ongoing management, and dashboarding / executive reporting.


  • 183 Eliminate, Optimize, and Automate Projects scoped during FY19 and FY20 - with 121 fully implemented - 66%.

  • Projects identified total over 750,000 annualized hours of organizational capacity, with 500,000+ hours realized through implemented projects.

  • Implemented projects created capacity valued at over $35M across the agency.

  • EOA process transformation methodology rolled out Government-wide via CAO Goal 6 after successful GSA deployment.

GSA Regional Finance Process Standardization


The General Services Administration (GSA) consolidated regional functions in 2017 from 11 legacy regional structure to 4 new, standardized zones. As part of the consolidation, business processes with historical, unique approaches were also slated for optimization and national standardization.

The GSA CFO contracted MSI to provide process improvement and project management expertise to ensure rapid and comprehensive business process transformation. Our support included:

  • Establishment of Communities of Practice (CoP) to engage staff SMEs across the nation in the broad scale transformation effort.

  • Facilitation of business process decomposition sessions to identify opportunities for improvement and national standardization.

  • Design of modified process maps, standard operating procedures, desk guides, and process artifacts (e.g., new tools, systems).

  • Dissemination of change management and communication material to keep staff informed and engaged in the transformation.

  • Management of 45 concurrent process standardization initiatives via a project dashboard.


  • Operational metrics for all regional business processes improved post-standardization, achieving 100% "green" acceptable scores on customer SLAs.

  • 45 process standardization initiatives completed within 6 months across five functional areas within an organization of over 400 employees.

  • With standardized business processes in place, the GSA CFO could share resources across zones as surge support - improving customer service.

  • Increased employee engagement and satisfaction scores on annual surveying.

USDA — IT Lean Agile Work Cells


MSI conducted a rapid analysis of the IT services operations conducted by contractor and government personnel. Analysis exposed fundamental issues in IT processes from project/task identification through project/task closure.

Through use of our rapid analysis methodology, MSI provided a concise set of recommendations expected to significantly reduce cycle time, increase quality, improve transparency, reduce work in process, and add agility.

Subsequently, MSI designed a Lean Agile work cell approach that aligned agile work cells to value streams based on distinct customer value propositions and/or process types. Value streams segmented into high performance agile work cells included: O.S. Upgrades, Major Apps, and Infrastructure. Implementation began with a pilot test of five projects in two value streams and with great success, the entire operation was transformed into the Lean Agile Work Cell model. The results of this program were a 50% reduction in required staff; predictable cycle times; reduction in Work in Process while improving throughput capacity by 18%. Equally as important, the technical staff was happily collaborating, cross training, and taking pride in the quality of their work.


  • Cycle time reduced from an average of 43 to 5.4 days.

  • Contractor staff reduced from 75 to 34.

  • 50% cost reduction per project.

  • Implemented Lean- Agile Work Cells.

US Navy Food Service Study


Utilizing MSI's proven rapid analysis approach, the team successfully analyzed the Navy's global ashore food service operations through on site inspection, structured interviews, leadership discussions, and intense data analysis. The existing Navy Food Service Model demonstrated significant room for improvement.

Through meeting the basic needs of sailors and civilians, analysis revealed significant room for improvement: financially, operationally, nutritionally, strategically, and in regard to fleet readiness. The ideal model developed by the MSI team generated $20M per year in type 1 savings and significantly improved performance, culinary specialist readiness, and customer satisfaction. The model has a single business leader (CEO) who leads three lines of business, executing an overarching strategy under a unified policy. Each Line of business serves defined market needs with clear roles in the market, uniques metrics, accountability, responsibilities, and processes. MSI provided a path ahead for business transformation in conjunction with key metrics as defined within key deliverables, the Goals Deployment Matrix, and the Quality Function Deployment that can be easily used by Navy leadership and management to execute enterprise transformation.


  • Structured management skills and organizational roles within galley operations, leadings to increased customer service.

  • Long term cash flow benefit for MWR programs, providing $20M per year cost savings.

  • More agile and aligned to global F&B strategy - promoting informed customers with managed expectations.

  • Improved workplace morale and alignment with consistent expectations through more focus on long term strategy.

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