Cause factor | Relevance to FSL | Relevance to stakeholders | Current status | Means of improvements | How to sustain | Future plan to sustain |
Turnaround Time (TAT) | Overall time for managing the case-file in FSL exceeds clients charter time leading to complaints | Adhering to the clients charter; obtain analytical results and complete police investigation timely; judiciary decisions made timely | Longer TAT, does not adhere to clients charter | Establish team for uncovering several key factors in the delay of results. Improve intradepartmental services within FSLs; Improved prioritization of public interest specimens/cases; A real-time TAT monitoring system (LIMS software); Increase automation systems such as barcode in SRO for samples, exhibits and in tube preparation for DNA tests; Validation of methods and calibration of instruments, Training for staff, additional staff to reduce workload | Align improvement activities with FSL objectives Review standard operating procedures (SOPs) Adhering to QMS Establish the needed skills and infrastructure Capacity building for sampling officers Budget for automation improved | Establish new SOPs. Include in the annual Budget. Review the Medium term Expenditure framework (MTEF) Revise strategic plan Technical meetings involving main stakeholders Put TAT reduction part of staff performance assessment |
Backlog (Bg) | Impact on the FSL’s future earnings, image to the public, etc. | Extended TAT for analysis; unsatisfied external and internal clients | Very high backlog; Backlog reduction pace very slow; Pending court sessions; Frustrated police investigators | Initiating Forensic casework backlog reduction program, Emphasize and increase communication and collaboration across agencies involving forensic evidence | Allocation of funds for forensic casework Research and development, enhancing FSL laboratory capacity. Establish SOPs which will reduce wastes in process Procure modern equipment Training for analysts on new methods | Improve national policies which include FSLs issues. Performance of managers to include Bg issues Laboratory capacity improvement: development of new technologies and new equipment procured |
Absenteeism (Ab) | High Ab leads to unfinished forensic casework and clients complaints | Reduced productivity and staff performance | High in FSL technical personnel, highly observed in women | Managers holding employees accountable for attendance Ensure managers understand that absences arise when employees are experiencing hardships Keep employees motivated and consider rewarding good attendance | Proper training programs and support for the FSL management to ensure they are dealing with employees appropriately and professionally Adjustment of HR policies and strategies | Laws relating FSL employee absences Review and or enforce the attendance policy consistently Consider implementing programs to improve employees wellness |
Academic development (Ad) | Leads to increased scientific capacity, managerial and leadership skills; Improved decision making in different situations; Improved innovation | Increased credibility of FSL and improved report scrutiny Court session performance improved | Lower chance for chemist profession than support cadres due to lack of specialized training in the region | Review the training program specifically for forensic science field Training on short course scientific report writing. Training short course data interpretation on complex genetic profiling Training on legislations | Quick wins courses and capacity building | Keep track of Ad values on annual basis to study changes and taking action Identify gaps and redundancies in labs and move staff |
Longevity (Lc) | Staff experience and long stay in FSL; Enhancing the quality of output; Part of staff broad knowledge, expertise | Increased competencies and ability to perform analytical work to the client’s needs | Few staff with high Lc in FSL; Lower Lc values in general | Consider the factor(s) which motivate the FSL staff to continue working in FSL Policy changes by valuing their work and input/output | Develop succession and competence plan for the different disciplines | Improve payment package; Retirement benefits/prizes; initiate long stay prizes |
Supply Chain Management Time (Tsc) | Tsc measures timeliness of supplies and services to FSL | Tracking of procured supplies to provide quality and timely laboratory services | Suppliers of goods and services are also cause delays and complaints on internal process delayed; cycle completion involve performance of staff within FSL and external agents | Identify specific targets for supply chain enhancements such as reduced Tsc; Shipping from manufacturers directly; Train all FSL staff on supply chain management; Communicate with all staff involved in the SCM on: what, why, who and when, so as to avoid surprises. Assure clarity of roles and responsibilities for all SCM players | Develop new SOPs on SCM; Establish supply chain metrics related to FSL competitiveness; Collect and manage relevant information; Analyze to identify bottlenecks Establish supplier list for FSL | Develop software tailored for FSLs issues such as EPICOR, LIMS, etc. Appropriate allocation of funds for procurement |