The challenge
A public sector organisation was struggling with a growing case processing backlog. End-to-end processing times had extended well beyond target, with cases queuing at multiple points in the workflow. The team was working at capacity, yet the backlog continued to grow. Previous attempts to address the problem had focused on overtime and temporary staffing, providing short-term relief without addressing the underlying causes.
The organisation needed a sustainable solution that would reduce the backlog, improve processing times, and prevent the backlog from rebuilding — all without additional permanent resource.
Our approach
We began by mapping the case processing workflow end to end, following cases from receipt through assessment, decision, notification, and closure. The value stream map identified three primary sources of waste: cases waiting in queues between process steps (representing approximately 70 per cent of total processing time), duplication of data entry across multiple systems, and rework caused by incomplete initial submissions that were not caught until late in the process.
We co-designed improvements with the team. A triage step at the front of the process identified incomplete submissions early, reducing downstream rework by 40 per cent. Batch sizes were reduced so that cases moved through the workflow in smaller, more frequent batches rather than accumulating. Visual management boards made queue sizes and processing rates visible to the team, enabling self-regulation and highlighting bottlenecks as they developed.
We also invested in building the team's problem-solving capability. Team leaders were trained in structured problem solving and daily management, so they could identify emerging issues and resolve them without escalation or external support.
The results
Within ten weeks, the backlog reduced by 55 per cent. End-to-end processing time improved by 3 days on average. Early triage reduced rework rates significantly, freeing capacity that had previously been consumed by correcting errors. The visual management system and daily team meetings gave the team the tools to manage their own performance proactively.
The improvement was achieved without additional headcount. The capacity freed by removing waste was more than sufficient to clear the backlog and maintain target processing times. More importantly, the team now has the capability and routines to sustain the improvement and respond to demand fluctuations without reverting to reactive firefighting.