Lean enterprise and simulation techniques have been applied in many service sectors, however the application of lean enterprise and simulation techniques in government department service centers leaves a lot to be desired. This paper intends to demonstrate how process chart (used as a lean tool) and system simulation model were used to identify and measure the wastes and service disruptions (bottlenecks) present within the service center as well as suggest possible strategies capable of eliminating them. Action research was conducted in a service center, as a result, data was collected and analyzed. The result of the process chart analysis of the service center operations revealed that customer excessive movements and high customer queue time are the wastes present within the process. The simulation results of the service center revealed that the Payment and FLO stations are the bottlenecked stations. Merging of the Information Line Center and Meeter Greeter work stations as well as Payment and FLO work stations, were foreseen as suitable strategies capable of eliminating the wastes and bottlenecks in the service center. Furthermore, increase in staff capacity of these amalgamated work stations were anticipated as another strategy capable of catapulting customer service delivery rate in this service center.