Government Agency Decreased Tow Process Completion Time By 35% With Kure
Project Summary
The problem: A government organization was experiencing lengthy tow process completion times that delayed the removal of nuisance vehicles, created safety concerns in public parks, and increased frustration for both employees and community members.
After applying Lean Six Sigma methods supported by Kure, the organization reduced average tow process completion time from 9.6 days to 6.2 days, a 35% improvement that accelerated vehicle removal and improved service to the public.
Introduction
Government organizations are responsible for maintaining safe, clean, and welcoming public spaces while making the most of limited resources. To meet these expectations, departments must continuously evaluate their operations and identify opportunities to improve efficiency, responsiveness, and service quality.
When nuisance vehicles began remaining on park property longer than desired, the organization launched a process improvement initiative using Kure. By leveraging Kure's project management capabilities, process improvement tools, and centralized documentation, the team was able to organize the project, analyze the process, and implement improvements more effectively. Guided by the principles of Ethical Efficiency™, the project focused on improving outcomes for both employees and the community while reducing unnecessary waste and delays.
The Problem
Nuisance vehicles left on park property created several operational challenges. In addition to negatively impacting the appearance of public spaces, these vehicles posed potential safety risks and increased the likelihood of debris, hazardous spills, and maintenance cleanup activities.
The tow process required an average of 9.6 days to complete, resulting in frustration for staff who were responsible for managing the process and responding to community concerns. Delays also reduced the organization's ability to address issues quickly and efficiently.
Because public agencies must balance service quality with responsible resource management, improving the process became an important opportunity to enhance both operational performance and community satisfaction.
The Root Causes
The project team used Kure to document the current process, organize findings, and identify the factors contributing to delays.
The analysis revealed that outdated and unclear tow policies were creating unnecessary waiting and inconsistency. Employees were required to follow procedures that included sending letters to vehicle owners and navigating policies that did not clearly define timelines, responsibilities, or decision points.
As a result, staff often interpreted procedures differently, creating variation in execution and extending the overall process timeline. Employees spent valuable time determining which actions were required rather than focusing on efficiently resolving nuisance vehicle issues.
The Solutions
Using Kure to manage project activities, document improvements, and track progress, the team implemented several targeted solutions.
One of the most impactful changes was eliminating the requirement to send a letter to the vehicle owner, removing a significant source of delay. The organization also revised policies to establish clearer timelines for towing activities and define when actions could proceed.
In addition, procedures were standardized and supporting work aids were developed to help employees quickly identify the appropriate steps for different situations. These improvements reduced uncertainty, improved consistency, and simplified decision-making across the department.
Together, these changes created a more streamlined and predictable process for managing nuisance vehicle removal.
The Results
The project delivered significant operational improvements. Before implementation, the average time required to complete the tow process from initial report to final vehicle removal was 9.6 days.
After the improvements were implemented, average completion time decreased to 6.2 days, representing a reduction of 3.4 days and an overall improvement of approximately 35%.
The faster process enabled nuisance vehicles to be removed more quickly and consistently, helping keep public parks cleaner, safer, and more welcoming for residents and visitors. Employees spent less time navigating administrative complexity and more time focusing on activities that directly supported community needs. The organization also reduced delays, improved consistency, and strengthened its ability to respond effectively to issues affecting public spaces.
Conclusion
By combining Lean Six Sigma problem-solving methods with Kure's project management and improvement tools, the organization successfully streamlined its tow process and significantly reduced completion times.
Kure provided a centralized platform for organizing project work, documenting improvements, tracking progress, and maintaining visibility throughout the initiative. The project demonstrates how organizations can use Kure to move improvement efforts from ideas to measurable results while supporting collaboration, consistency, and accountability.
With a faster and more efficient process now in place, the organization is better positioned to maintain safe public spaces, respond more effectively to community needs, and continue building a culture of continuous improvement.
*We value our clients’ confidentiality. While we’ve changed their names, the results are real.
