PHOENIX ‒ It may not be surprising to hear that coordinating the timing of city traffic signals and those at two busy Interstate 17 interchanges will save drivers time.

But the Arizona Department of Transportation and its partners, the city of Phoenix and Maricopa Association of Governments, have taken it a step further by adding up the time saved and its dollar value for a project involving Camelback and Indian School roads.

The answer: Motorists are expected to save 350,000 hours of travel time, worth $6.2 million, per year.

“Continuous improvement is ADOT’s culture and is reflected in both large and small things that the ADOT team does every day. Sometimes a seemingly small change that makes better use of resources can mean big improvements,” ADOT Director John Halikowski said. “Drivers are already seeing a time savings from this coordination. Saving time means saving money and more time with family, friends and things you enjoy doing.”

“The ADOT team’s challenge is to keep improving time savings and promote efficiency for Arizona’s taxpayers,” Halikowski added.

“When ADOT, MAG and the city of Phoenix work together strategically, the public is the beneficiary,” Phoenix Mayor Greg Stanton said. “Properly timing the traffic signals at these busy intersections will ease congestion, which gets commuters home sooner, saves fuel and keeps our air cleaner.”

A project funded by Maricopa Association of Governments’ Traffic Signal Optimization Program studied traffic signal timing at the Camelback and Indian School interchanges and nearby city streets and recommended a number of improvements. The project developed a common cycle length for all traffic signals near those interchanges and the best timing for the morning and evening commutes.

ADOT and Phoenix made these recommended changes, leading to significant improvements in travel times at these locations. An independent study by ADOT staff identified the benefits in time saved.  

Besides saving motorists time, these adjustments are expected to improve safety by reducing the number of stops drivers must make and time spent waiting at traffic lights. Shorter travel times and fewer stops also reduce fuel consumption and air pollution. 

ADOT and Phoenix continue to evaluate other I-17 corridor interchanges to see if changes in signal coordination can improve traffic flow elsewhere. 

PHOENIX – With graffiti an ongoing threat to interstate freeway signs mounted on overpasses, an Arizona Department of Transportation employee invented an inexpensive metal shield that helps keep vandals and their spray paint at bay.

In ADOT’s culture of continuous improvement, this innovation by Interstate Signing Supervisor Dudley Heller is referred to as kaizen, something enhancing productivity, safety, efficiency and more.

Heller’s aluminum shield extends diagonally away from the sides of signs like a hood, making it difficult for would-be graffiti artists to reach around

“It’s worked quite well,” Heller said.

For an investment of $17.50 per square foot, the shields protect taxpayers’ investment in signs that cost as much as $10,000 to replace.

The shields protect drivers, as spray paint damages the reflective coating on signs and makes them harder to read at night. They also make things safer for ADOT workers, who’d have to replace damaged signs on overpasses.

So far, ADOT’s Transportation Systems Management and Operations Division (TSMO) has installed the shields on signs along freeways including Interstate 10, State Route 51 and US 60 in the Phoenix area and Interstate 19 in Tucson.

“We’ve saved a lot of money by doing this, not to mention the unsightliness of the graffiti being out there,” Heller said. 

At the Tucson shop where the Arizona Department of Transportation repairs and maintains vehicles, technicians once rolled tires across the facility to reach a machine used for repairs.

Today, that machine is located next to the operation’s tire storage, along with the tools and supplies needed for the work. As a result, far fewer steps are required to repair tires.

Technicians once lost time searching various drawers for the right nuts, bolts, fittings and electronic connectors. Today, drawers are color-coded according to items, sizes and uses, better connecting technicians with what they need for a particular repair.

Rather than lugging containers of wiper fluid, technicians now create it by adding tablets with water to a vehicle’s wiper fluid holder. In addition to being a little less expensive, this approach frees space once required to store all of that wiper fluid.

“The littlest details make a big difference,” said Harry Edwards, the foreman.

As ADOT answers Governor Doug Ducey’s call for state agencies to continuously improve all aspects of their operations, employees at the Tucson Equipment Services shop are identifying ways to do their jobs more efficiently, down to how they organize their workstations.

“One of the things we’re challenged to do as employees is look for opportunities to improve upon what we did yesterday,” said Sonya Herrera, director of ADOT’s Administrative Services Division, which includes Equipment Services. “And I think the Tucson shop is a great example of how small changes, when added together, lead to a huge improvement.”

The payoff goes beyond more efficient repairs and maintenance for ADOT vehicles ranging from trucks to snowplows. Dozens of agencies contract with Equipment Services, including the Arizona Game and Fish Department, Arizona Department of Public Safety, police departments and school districts.

Improvements to date include a tracking system for specialized diagnostic tools that technicians share.

“Rather than spending time looking for it or searching for it, they know exactly who has that tool and can touch base with them to find out when it will be available,” Herrera said.

Devin Darlek, ADOT Equipment Services administrator, notes that applying continuous improvement techniques costs nothing in most cases while producing savings in time and taxpayer money. It’s also spurring a healthy competition among all 23 ADOT Equipment Services shops to identify improvements.

“Process improvements are contagious,” Darlek said. “All employees are excited about this and are working to plug in their own ideas.”

All through the Tucson shop, employees are evaluating processes and procedures to cut down on the steps – and time – needed to perform work. Reducing steps increases the shop’s capacity for other work.

They noticed, for example, that a machine used to remove, repair and mount light tires was in great demand. But it was located in the north end of the shop, while new tires were stored at the south end. Fetching the right supplies and tools for tire repairs involved more trips.

The employees’ review found that mounting and balancing a tire required 277 steps.

Moving the machine in question to where tires are stored, and next to the right supplies and tools, reduced the number of steps required to mount and balance a tire to 28.

Employees saved more steps by taking a close look at each technician’s workspace, and then reorganizing – rebuilding workbenches in some cases – to focus on the tasks each person performs most often as well as ergonomics.

After employees assessed which items in the parts area were in highest demand, Kevin Potts, the facility’s equipment parts supervisor, moved those items closer to the entrance. Where it once took 10 steps to dispense one of the faster-moving parts, it now takes just three.

That improvement also has reduced inventory, which in turn reduces overhead costs, and made accounting for inventory much more efficient.

“Instead of having three months of inventory sitting on my shelf, I’ve got just two or three weeks of inventory sitting on my shelf because I have really good vendors 20 minutes away,” Potts said.

Technician Shane Blasdel said the many improvements to date at the Tucson shop offer benefits beyond saving steps.

“Shop’s a lot cleaner, a lot more efficient, a lot safer,” Blasdel said.

Because continuous improvement is, by definition, continuous, accomplishments to date are just a start.

“No idea’s too small,” said Edwards, the Tucson shop foreman.

PHOENIX ‒ Leave it to the new person to mess up the first time he tries applying reflective vinyl to make a road sign.

It seems so simple as he approaches the sign-making machine: Just slide a piece of polished aluminum under a roll of vinyl, press a pedal to start applying and …

Jam.

“What did I do?” he says as his understanding supervisor swoops in to free the metal, cut through the bunched-up vinyl and clear the machine for another try.

Rookie mistake. The new person tapped the pedal too early, and this particular sign is history.

It turns out that mistakes are common as new hires learn the ropes in the Arizona Department of Transportation’s sign shop. That’s just one of the lessons ADOT Director John Halikowski will take away from his time today making and then installing road signs.

The sign operation may not have been as efficient as usual with the agency’s director temporarily on the team, but the visit will pay dividends for ADOT as a whole. This is a Gemba Walk, a continuous-improvement technique whose name comes from a Japanese term meaning going where work is done.

Gemba Walks allow leaders to not only better understand how work is performed but make employees part of examining roles and processes. Answering Governor Doug Ducey’s call for agencies to continuously improve their value to the state, this is something all ADOT leaders do, starting with the person atop the organizational chart.

After mastering the art of applying reflective vinyl, Halikowski learned how to apply red vinyl to turn his creation into a wrong-way sign. Then it was off to Interstate 10 and Avondale Boulevard with a crew to install larger wrong-way signs at that interchange.

Halikowski’s work in this phase of the Gemba Walk included placing traffic cones for safety and helping remove and hang signs. Describing the day as hot would be an understatement, and the director, clad in reflective garb and a hard hat, left with a greater appreciation of both sides of the sign operation and those who do the work.

“It was very different from what I normally do,” Halikowski said. “Everybody’s job is important and has meaning. I don’t care where you sit at ADOT, you contribute.”

His experience is now a video allowing all of ADOT to share in this Gemba Walk, with Halikowski interviewing employees and sharing what he learned, mistakes and all.

Looking at the camera as he ends his time with the sign crew along I-10, Halikowski offers some quick takeaways, starting with the importance of teamwork.

“You have to work together, you have to respect each other,” Halikowski says. “And you’ve really got to look out for your surroundings and safety.”

As part of its commitment to continuous improvement, ADOT is working to lower wait times at Motor Vehicle Division offices, reduce congestion on Phoenix-area freeways and increase the percentage of construction projects delivered on time, among other agency-wide goals. But every process in every department is part of this effort, and better understanding and analyzing the nature of work performed is essential for improvement to happen.

His day with ADOT’s sign operation was first of what will be many Gemba Walks for Halikowski, who says he hopes to instill the idea that no improvement is too small to make.

“People think of continuous improvement as this big thing, but most of these important improvements are easy to do in the workplace,” Halikowski said.