1 copyright steve horne and mike cook 2005. this work is the intellectual property of the author....
TRANSCRIPT
1
Copyright Steve Horne and Mike Cook Copyright Steve Horne and Mike Cook 2005. This work is the intellectual 2005. This work is the intellectual property of the author. Permission is property of the author. Permission is granted for this material to be shared for granted for this material to be shared for non-commercial, educational purposes, non-commercial, educational purposes, provided that this copyright statement provided that this copyright statement appears on the reproduced materials and appears on the reproduced materials and notice is given that the copying is by notice is given that the copying is by permission of the author. To disseminate permission of the author. To disseminate otherwise or to republish requires otherwise or to republish requires written permission from the author.written permission from the author.
Performance Improvement Performance Improvement Initiatives at Michigan State Initiatives at Michigan State
UniversityUniversityReengineering Processes in Reengineering Processes in the Office of Admissions and the Office of Admissions and
ScholarshipsScholarshipsCUMREC 2005CUMREC 2005
May 16, 2005May 16, 2005
Steve HorneSteve Horne Mike Cook Mike Cook
[email protected]@msu.edu [email protected]@msu.edu
3
Setting the Stage…Setting the Stage…
Times are hard (in case you didn’t get the Times are hard (in case you didn’t get the memo)memo)
Still opportunity in the way we do our workStill opportunity in the way we do our work Takes a focused effort – not about working Takes a focused effort – not about working
harder – it is about processharder – it is about process Set of concepts and tools (lean and change Set of concepts and tools (lean and change
management)management) Presentation of a practical examplePresentation of a practical example Whet your appetiteWhet your appetite
4
Why We Are HereWhy We Are Here
“ “Upon the subject of education, not Upon the subject of education, not presuming to dictate any plan or presuming to dictate any plan or system respecting it, I can only say system respecting it, I can only say that I view it as the most important that I view it as the most important subject which we as a people can be subject which we as a people can be engaged in."engaged in."
A. LincolnA. Lincoln
5
High Expectations, Big High Expectations, Big Challenges Challenges
Cherry Commission – double the number Cherry Commission – double the number of Michigan residents with degrees or of Michigan residents with degrees or credentialscredentials
Movement toward increased accountabilityMovement toward increased accountability Budget constraints – reduced state fundingBudget constraints – reduced state funding Changing sources of revenueChanging sources of revenue Competition for best students, facultyCompetition for best students, faculty ……and so on – you know…and so on – you know… = do more with less (faster would be good, = do more with less (faster would be good,
too)too)
6
Focus on the ProcessFocus on the Process Foundational Statements:Foundational Statements:
Processes are created to assist people Processes are created to assist people in performing important, but in performing important, but repetitive tasks (most tasks are…)repetitive tasks (most tasks are…)
Processes take on a life of their ownProcesses take on a life of their own Processes are responsible for about Processes are responsible for about
85% of the waste in our organization85% of the waste in our organization THEREFORE – there is a huge THEREFORE – there is a huge
opportunity in improving our opportunity in improving our processesprocesses
8
“ “The optimists among us, those with The optimists among us, those with unfaltering faith in the power of unfaltering faith in the power of ideas and the capacity of people to ideas and the capacity of people to use them, will look upon all we have use them, will look upon all we have done up until this day as a time of done up until this day as a time of preparation for the major tasks preparation for the major tasks remaining ahead.”remaining ahead.”
John HannahJohn Hannah
9
““Give me 6 hours to chop down a tree, Give me 6 hours to chop down a tree, and I will spend the first 4 hours and I will spend the first 4 hours sharpening the axe.”sharpening the axe.”
Abraham Abraham LincolnLincoln
10
““In theory there is no difference between In theory there is no difference between theory and practice. In practice there is.”theory and practice. In practice there is.”
“ “You can observe a lot by just watching.”You can observe a lot by just watching.”
Yogi Yogi BerraBerra
11
An Enduring Image…An Enduring Image…
Picture a toll booth…Picture a toll booth…
in the middle of the vast in the middle of the vast expanse of the desert…expanse of the desert…
13
9 Kinds of Waste9 Kinds of Waste
Over Over processingprocessing
Human motionHuman motion WaitingWaiting CorrectionCorrection ComplexityComplexity
BureaucracyBureaucracy
InventoryInventory
Over Over productionproduction
Material Material motionmotion
14
WAITINGWAITING
Defined as:Defined as: well, waiting… well, waiting… ……for approvals before you start or for approvals before you start or
finishfinish ……on missing data (or no dimes)on missing data (or no dimes) ……for meetings to start, or while late for meetings to start, or while late
arrivers are arrivers are brought up to brought up to speedspeed
……for clarificationfor clarification
15
What Does This Mean…What Does This Mean… From the perspective of the customer From the perspective of the customer
things take a long time – from our things take a long time – from our perspective, we are just doing what we perspective, we are just doing what we think is right. This means:think is right. This means:
It means that most of the obstacles in our It means that most of the obstacles in our way are of our own making (or way are of our own making (or agreement)– agreement)–
We buy into the “toll boothisms”We buy into the “toll boothisms” And we could choose to go around, if only And we could choose to go around, if only
we saw the need and the opportunitywe saw the need and the opportunity What stops us?What stops us?
16
Indeed – What Stops Us?Indeed – What Stops Us?
Generally speaking – Generally speaking –
1.1. We don’t perceive the opportunityWe don’t perceive the opportunity
2.2. We don’t believe we have the We don’t believe we have the power to changepower to change
3.3. There is no effective pressure to There is no effective pressure to change change
17
Kotter’s 8 Steps in Kotter’s 8 Steps in Change Management Change Management
Establish a sense of UrgencyEstablish a sense of Urgency Create the guiding coalitionCreate the guiding coalition Develop a vision and strategyDevelop a vision and strategy Communicate the change visionCommunicate the change vision Empower broad-based actionEmpower broad-based action Generate short term winsGenerate short term wins Consolidate gains and generate more Consolidate gains and generate more
changechange Anchor the changes in the cultureAnchor the changes in the culture
18
MSU Admissions ProfileMSU Admissions Profile
Approximately 45,000 enrolled studentsApproximately 45,000 enrolled students 22,000 freshman applications, admitted 22,000 freshman applications, admitted
17,000 and enrolled 735017,000 and enrolled 7350 4600 transfer applications, admitted 4600 transfer applications, admitted
2500 and enrolled 16002500 and enrolled 1600
Staff (64): Director, 3 Associate Staff (64): Director, 3 Associate Directors, 5 supervisors, 28 clerical, 3 Directors, 5 supervisors, 28 clerical, 3 technical, 7 secretaries, and 18 technical, 7 secretaries, and 18 counselorscounselors
19
Transfer Credit Transfer Credit Evaluation (TCE)Evaluation (TCE)
In the beginning…In the beginning… Workload was split between evaluators causing Workload was split between evaluators causing
delays when someone was absentdelays when someone was absent Nine evaluators worked nine different waysNine evaluators worked nine different ways Lack of valid management metrics or directionLack of valid management metrics or direction Work was deadline-driven Work was deadline-driven Work was internally focused; students were Work was internally focused; students were
secondarysecondary Work culture – that’s the way we’ve always Work culture – that’s the way we’ve always
done it! done it! Back burner assignments remained on back Back burner assignments remained on back
burnersburners
20
Outcome = Inefficiency & Outcome = Inefficiency & Poor Customer ServicePoor Customer Service
““We’ll get to it when we get to it” practiceWe’ll get to it when we get to it” practice Average time to review a transcript: 30 Average time to review a transcript: 30
daysdays Average time to deliver processed Average time to deliver processed
applications to counselors: 68 daysapplications to counselors: 68 days ““Down to the wire” operationDown to the wire” operation We focused on the work – not the outcomeWe focused on the work – not the outcome We spent a lot of unnecessary time doing We spent a lot of unnecessary time doing
things, redoing things, and then doing things, redoing things, and then doing them againthem again
23
Kotter’s Change Kotter’s Change Management and Transfer Management and Transfer
AdmissionsAdmissions Created a Created a sense of urgencysense of urgency in the workgroup in the workgroup Formed a Formed a coalition of supportcoalition of support – – listened a lotlistened a lot Developed clear Office of Admissions Developed clear Office of Admissions vision and vision and
mission statementsmission statements Utilized brainstorming sessions and formed Utilized brainstorming sessions and formed
Process Improvement Teams with the authority Process Improvement Teams with the authority to create and implement change; to create and implement change; empower empower broad-based actionbroad-based action
Gained Gained short-term successesshort-term successes that led to group that led to group trusttrust
Established a Established a culture of changeculture of change
24
OAS VisionOAS Vision
Our vision is to be a leader among peer Our vision is to be a leader among peer universities in universities in optimizing processesoptimizing processes and and programs in order to achieve University programs in order to achieve University enrollment goals, true to the land grant enrollment goals, true to the land grant tradition. We will be a model for campus-tradition. We will be a model for campus-wide communication and collaboration. We wide communication and collaboration. We will maintain an will maintain an energetic, creative, and energetic, creative, and customer-focused environmentcustomer-focused environment where where diversity is valued, expectations for staff diversity is valued, expectations for staff contribution are understood, and contribution are understood, and achievement is recognized. achievement is recognized.
25
OAS MissionOAS Mission
The Office of Admissions and The Office of Admissions and Scholarships achieves University Scholarships achieves University enrollment goals by providing enrollment goals by providing high-high-quality leadership, services, and quality leadership, services, and programsprograms in order to in order to recruit, admit recruit, admit and enrolland enroll students whose experiences students whose experiences and talents demonstrate that they and and talents demonstrate that they and Michigan State University will benefit by Michigan State University will benefit by their enrollment.their enrollment.
26
OAS – Ten Core ValuesOAS – Ten Core Values1.1. ProfessionalismProfessionalism2.2. Ethics and IntegrityEthics and Integrity3.3. TeamworkTeamwork4.4. Mutual RespectMutual Respect5.5. Customer FocusCustomer Focus6.6. Clear and Effective CommunicationsClear and Effective Communications7.7. ResourcefulnessResourcefulness8.8. Continuous ImprovementContinuous Improvement9.9. Results OrientationResults Orientation10.10.Staff DevelopmentStaff Development
27
Transfer ChangesTransfer Changes
Created Operations Coordinator positionCreated Operations Coordinator position Established written common proceduresEstablished written common procedures Implemented an evaluator work scheduleImplemented an evaluator work schedule Replaced 15 year old reports with excel-Replaced 15 year old reports with excel-
based dashboard reports based dashboard reports Developed on-line Status CheckDeveloped on-line Status Check Developed automated process for AP loadDeveloped automated process for AP load
28
Transfer Changes (cont.)Transfer Changes (cont.) Utilized unused features of our Imaging Utilized unused features of our Imaging
SystemSystem Electronic Workflow; eliminated paper Electronic Workflow; eliminated paper
pushingpushing Created work queuesCreated work queues Electronic annotationsElectronic annotations
Created an Electronic Decision SheetCreated an Electronic Decision Sheet Standardized application processingStandardized application processing Weekly electronic Counselor group reviewsWeekly electronic Counselor group reviews Automated Student Information System Automated Student Information System
updatesupdates
29
Transfer Application to Decision ProcessTransfer Application to Decision ProcessAverage Calendar Days: FS04 - 98 DaysAverage Calendar Days: FS04 - 98 Days
Student submits Student submits applicationapplication
Key data into Key data into SISSIS
Image Image docsdocs
Student Student sends sends transcripttranscript
WaitWait
WaitWait
WaitWait WaitWait
WaitWait
WaitWait
Verify Verify imageimage
Transcript Transcript delivereddelivered
Process paper Process paper packetpacket
WaitWait
WaitWait
Counselor pick-Counselor pick-upup
Decision Decision renderedrendered
Key data into Key data into SISSIS
Mail decision Mail decision letterletter
WaitWait
20 Days
12 Days
14 DaysWaitWait
30 Days 7 Days
7 Days
30
Transfer Application to Decision ProcessTransfer Application to Decision ProcessAverage Calendar Days: FS05 – 53 DaysAverage Calendar Days: FS05 – 53 Days
Student submits Student submits applicationapplication
Key data into Key data into SISSIS
Image Image docsdocs
Student Student sends other sends other docsdocs
WaitWait
WaitWait
WaitWait WaitWait
WaitWait
WaitWait
Verify Verify imageimage
Coordinator Coordinator reviewreview
Workflow to Workflow to evaluatorevaluator
WaitWait
WaitWait
Workflow to counselor Workflow to counselor queuequeue
Decision Decision renderedrendered
Key data into Key data into SISSIS
Mail decision Mail decision letterletter
WaitWait
20 Days
7 Days
5 DaysWaitWait
18 Days
31
Transfer – Planned Transfer – Planned ChangesChanges
Transfer Credit evaluation auto-Transfer Credit evaluation auto-articulationarticulation
Document sharing with departmentsDocument sharing with departments Electronic workflow of formsElectronic workflow of forms Overhaul of the equivalency Overhaul of the equivalency
database and web interface for database and web interface for public usepublic use
32
Transfer Credit EvaluationTransfer Credit EvaluationPerformance Improvement Performance Improvement
ImpactImpact
Customer PerspectivesCustomer Perspectives StudentsStudents EmployeesEmployees Michigan State UniversityMichigan State University Office of Admissions & ScholarshipsOffice of Admissions & Scholarships
33
Are you marching to the Are you marching to the status quo or jumping to status quo or jumping to achieve today’s demands?achieve today’s demands?
34
Starting to Wrap it UpStarting to Wrap it Up
Mike’s group clearly picked a process Mike’s group clearly picked a process with lots of opportunity.with lots of opportunity.
They reviewed it from the perspective of They reviewed it from the perspective of those it was intended to serve – external those it was intended to serve – external focus.focus.
Note that this was not a high tech Note that this was not a high tech solution – they took out time, labor and solution – they took out time, labor and cost and added quality. They took out cost and added quality. They took out waste.waste.
They measured – before, during and after.They measured – before, during and after.
35
DoDo Don’tDon’t Focus on what you Focus on what you
are there to are there to accomplishaccomplish
Be involvedBe involved Reward and support Reward and support
people – this is people – this is personal for thempersonal for them
Get comfortable Get comfortable with talking about with talking about wastewaste
Reframe the Reframe the question question
MeasureMeasure Question – Ask whyQuestion – Ask why
Assign blame or make Assign blame or make a threata threat
Accept work effort as Accept work effort as the standard for good the standard for good workwork
Throw your people out Throw your people out there by themselvesthere by themselves
Ever denigrate the Ever denigrate the past or the presentpast or the present
Get too wrapped up in Get too wrapped up in “the perfect”“the perfect”
36
Keys to Reducing WasteKeys to Reducing Waste Recognize that it exists – it always existsRecognize that it exists – it always exists We all tend to create it – without We all tend to create it – without
meaning to meaning to Learn how to recognize wasteLearn how to recognize waste Create a “change is…” cultureCreate a “change is…” culture Develop a Systemic and Measurable Develop a Systemic and Measurable
approachapproach Identify, develop and use metricsIdentify, develop and use metrics View your work as a businessView your work as a business Eliminate, streamline, then automateEliminate, streamline, then automate
37
ADDENDAADDENDA
TABLE OF CONTENTSTABLE OF CONTENTS Waste of Over ProcessingWaste of Over Processing Waste of WaitingWaste of Waiting Waste of CorrectionWaste of Correction Waste of ComplexityWaste of Complexity Waste of BureaucracyWaste of Bureaucracy Waste of InventoryWaste of Inventory Waste of Over ProductionWaste of Over Production Waste of Material MotionWaste of Material Motion Waste of Human MotionWaste of Human Motion
38
OVERPRODUCTIONOVERPRODUCTION
Defined asDefined as: making things you don’t : making things you don’t need, including copiesneed, including copies
Reports that contain all the detail – are Reports that contain all the detail – are you trying to deliver a message, or you trying to deliver a message, or provide a information derived from the provide a information derived from the datadata
Reports that have outlived their Reports that have outlived their usefulnessusefulness
Re-keying information that exists in a Re-keying information that exists in a central filecentral file
39
WAITINGWAITING
Defined as:Defined as: well, waiting… well, waiting… ……for approvals before you start or for approvals before you start or
finishfinish ……on missing dataon missing data ……for meetings to start, or while late for meetings to start, or while late
arrivers are arrivers are brought up to speedbrought up to speed ……for clarificationfor clarification ……invited to a meeting in which you invited to a meeting in which you
have no real rolehave no real role
40
CORRECTIONCORRECTION
Defined as:Defined as: ensuring something is ensuring something is rightright
Auditing someone else’s workAuditing someone else’s work Correcting errors or omissions Correcting errors or omissions Permitting on-going, systemic error to Permitting on-going, systemic error to
continuecontinue Responding to questions about the Responding to questions about the
workwork Looking for missing dataLooking for missing data
41
COMPLEXITYCOMPLEXITY
Defined as:Defined as: processes that are not as processes that are not as simple and straight-forward as simple and straight-forward as possiblepossible
Multiple ways of doing the same thingMultiple ways of doing the same thing Tasks added later on because they Tasks added later on because they
were unclear, not defined or not were unclear, not defined or not completed up frontcompleted up front
Unclear languageUnclear language Unnecessary redundancyUnnecessary redundancy
42
BUREAUCRACYBUREAUCRACY
Defined as:Defined as: an organizational structure an organizational structure that inhibits the flow or accomplishment that inhibits the flow or accomplishment of workof work
Needless constraints or bottlenecksNeedless constraints or bottlenecks Unnecessary approvals Unnecessary approvals Doing unnecessary work, or doing it overDoing unnecessary work, or doing it over Poor delegation of authority (not Poor delegation of authority (not
responsibility)responsibility) Not questioning “why”Not questioning “why”
43
INVENTORYINVENTORY
Defined as:Defined as: too much of something too much of something Too many copies of a presentationToo many copies of a presentation Everyone keeping a file copyEveryone keeping a file copy Just in case paper records behind Just in case paper records behind
electronic fileselectronic files Records past the destruct dateRecords past the destruct date SuppliesSupplies Maintaining physical supplies we no Maintaining physical supplies we no
longer uselonger use
44
OVER PROCESSINGOVER PROCESSING
Defined as:Defined as: adding content that does not adding content that does not add valueadd value
Approvals too high in the organizationApprovals too high in the organization Delegating the analysis “ up the ladder”Delegating the analysis “ up the ladder” A data rich report without a message or A data rich report without a message or
key points (so that all the readers have to key points (so that all the readers have to do the analysis - reach differing do the analysis - reach differing conclusions?)conclusions?)
Requesting data that is not needed for the Requesting data that is not needed for the actionaction
45
MATERIAL MOTIONMATERIAL MOTION
Defined as:Defined as: moving material moving material (physical things) around (physical things) around
Office supplies being shipped to a Office supplies being shipped to a central stores locationcentral stores location
Moving the same form around for Moving the same form around for sequential approvalssequential approvals
46
HUMAN MOTIONHUMAN MOTION
Defined as:Defined as: putting people in motion putting people in motion Hand delivering or walking Hand delivering or walking
something “hot” through the systemsomething “hot” through the system Looking for a parking spaceLooking for a parking space Travel time to meetingsTravel time to meetings Having copiers and printers located Having copiers and printers located
out of the wayout of the way
47
Process ImprovementProcess Improvement
PlanPlan
CheckCheck
ActAct
DoDo
Identify what Identify what you are trying you are trying to doto do
Figure out Figure out what you are what you are going to dogoing to do
Write it downWrite it down
Measure itMeasure itIdentify Identify waste – or waste – or opportunitieopportunities to improves to improve
Try it – Try it – implemimplement the ent the changechange
49
Steve Horne - BiographySteve Horne - Biography
Steve Horne joined MSU in the summer of Steve Horne joined MSU in the summer of 2003 after 25 years at Ford Motor 2003 after 25 years at Ford Motor Company and is working on process Company and is working on process improvement and leadership development. improvement and leadership development. Steve is one of the MSU team Steve is one of the MSU team collaborating with Indiana, Cornell, collaborating with Indiana, Cornell, Hawaii, Arizona and San Joaquin Delta to Hawaii, Arizona and San Joaquin Delta to develop an open sourced financial systems develop an open sourced financial systems model. He appreciates this opportunity to model. He appreciates this opportunity to present at the 2005 CUMREC conference. present at the 2005 CUMREC conference.
50
Mike Cook - BiographyMike Cook - Biography
Mike Cook joined MSU in the spring of Mike Cook joined MSU in the spring of 2003 after 21 years in the United States Air 2003 after 21 years in the United States Air Force. As an aviator, Mike’s career focused Force. As an aviator, Mike’s career focused on leadership, management, and on leadership, management, and performance improvement. He also served performance improvement. He also served as the Director of Quality and Nurse as the Director of Quality and Nurse Education at Abilene Regional Medical Education at Abilene Regional Medical Center in Abilene, Texas. At MSU, Mike Center in Abilene, Texas. At MSU, Mike serves as Associate Director of Admissions serves as Associate Director of Admissions responsible for operations and technology.responsible for operations and technology.