After years of low service ratings, increased costs, and frustrated customers, the department of motor vehicles has decided to hire an external consultant to help them transform their physical office service model and operating design.

The scope of your management is to review the existing operating design (physical process, resources, cost, client experience) and offer a set of solutions to increase key business performance metrics.

1. Describe the appoarch you would take to assess the current state performance. What tools would you use, who would you talk to and what questions would you ask, what additional data would you need?
2. Based on only the data provided, what are your initial observations and findings? What data are you missing?
3. What type of potential solutions would you recommend and why? Where would you focus technology automations and why?
4. What key performance indicators should the DMV be measuring and why?

Case Data

Performance Data

• Average wait time for service 20min
• Average duration per client 25 min
• % of time client needs are met 65%
• Customer rating (1 bad, 10 great) 3 of 10
• Clients served per day 500
• Cost per Tranx (includes overhead)

Office Data

• # of locations across state 50
• Employees per location 10
• Management employees (at HQ) 50
• Number of services offered 15
• Hours of operations ( MonThurs 9am-4pm)